Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Positive change from within
Making the most of your hidden assets
Jane Lewis
A practical way of implementing the
latest thinking
How do you feel?
HM Revenue and Customs has been
condemned for costing callers £136
million a year through delays in
answe...
A customer perspective - Nigel

“The man I spoke with was very helpful and obviously
totally clued up on what to do, unlik...
“In every community there are people whose
unusual practices or behaviours enable them
to find better solutions to problem...
Saving children with no money

http://www.vietvaluetravel.com/vietvalue2010images/news/img1/conongdan_737.jpg

• 63% malnu...
What?
How?
Why?
The “positive deviance” approach
5. Tracking progress
Are we still getting better?
4. Practical learning
What can we all d...
Reducing hospital acquired infections

• 275 people a day dying in the US from HAIs; 4.5
in every 100 in-patients in 2011
...
Finding more time for Hertfordshire Adult Care Services

Time Taken on Specific Categories During A Day

• Time savings be...
Some key underlying principles
“Evidencing
community
wisdom”
“Don’t decide
about me,
without me”

“The whole
system in
the...
What’s in a name?
• Political concern over
“deviance”
• Not necessarily about being
“an outlier” or “a maverick”
• “Positi...
The cost of troubled families

• An “averagely complex” family costs an average of £47,500 in
reactive interventions in a ...
Children’s
Centres

MASH
CYPS
Family
Support

FIP

Children’s
Social
Care

Reed
ASBAT

DWP ESF
programme

PiPs

Job
Centre...
Capturing information and evidencing progress –
an option
Before

After

(illustrations from Mapping the Positive
Deviance...
An all-in-one way to facilitative
leadership
Understanding others’ perceptions and
positions - making the problem visible ...
Delivers
• Engagement through action
• Genuine commitment, not just “compliance
commitment”.
• Improved performance
• Pers...
People like it!
What next?
• Where there is the will to tackle a tough
problem at the front line and try something
different
• In professi...
So what? More experiences like Nigel’s
More reading and contacts

www.woodward-lewis.co.uk
Upcoming SlideShare
Loading in …5
×

HMRC positive deviance masterclass - improving performance within existing resources

307 views

Published on

A talk by Jane Lewis to HMRC senior management - part of a series of Senior Leaders' Breakfast seminars. How the Hidden Insights approach works to release hidden wisdom and better working practices in organisations. The approach is based on a successful way of tackling difficult problems in communities. It enables and empowers staff to discover small changes in practice for themselves, which bypasses resistance and creates big improvements in performance and engagement.

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

HMRC positive deviance masterclass - improving performance within existing resources

  1. 1. Positive change from within Making the most of your hidden assets Jane Lewis
  2. 2. A practical way of implementing the latest thinking
  3. 3. How do you feel? HM Revenue and Customs has been condemned for costing callers £136 million a year through delays in answering calls. A quarter of 79 million calls were not answered at all despite an outlay of £900 million on customer service.
  4. 4. A customer perspective - Nigel “The man I spoke with was very helpful and obviously totally clued up on what to do, unlike in some organisations; and it was sorted out within 15 minutes with a new tax code notification arriving in the mail a couple of days later. I actually made a note of his name as well as that of his manager and wrote to thank them.”
  5. 5. “In every community there are people whose unusual practices or behaviours enable them to find better solutions to problems than their neighbours who have access to the same resources.”
  6. 6. Saving children with no money http://www.vietvaluetravel.com/vietvalue2010images/news/img1/conongdan_737.jpg • 63% malnutrition in under 3s down to 33% within a year • 93% of children on the programme “graduated” • New feeding practices maintained 5 years later • Method used successfully in 44 countries – the Power of Positive Deviance, (2010), Pascale, Sternin and Sternin http://www.studentsoftheworld.info/sites/country/img/5976_04 sh-vietnam-0167.jpg
  7. 7. What? How? Why?
  8. 8. The “positive deviance” approach 5. Tracking progress Are we still getting better? 4. Practical learning What can we all do? How do we do it? Repetition and reinforcement 3. Treasure Hunt What is the norm? Are there positive exceptions? What do they do? How do they do it? 2. Find the Focus What is the real problem? What is its impact? What is our desired outcome? 1 Prepare the Ground Who’s really who? Who needs to be involved? Where might we start? 6. Scaling up How can we expand the approach so that other problems can be solved in more areas? How can we build on the results?
  9. 9. Reducing hospital acquired infections • 275 people a day dying in the US from HAIs; 4.5 in every 100 in-patients in 2011 • Lean/TPS – reductions of 60% in 2 units in 4 years • PD – reductions in 14 units in 1 year • PD - HAIs reduced by 83% in 2 years across whole institution • Policies and protocols existed but not adhered to
  10. 10. Finding more time for Hertfordshire Adult Care Services Time Taken on Specific Categories During A Day • Time savings between 1 and 2.5 hours per person per week in completing case records. • Referrals Management team save about 5 – 30 minutes for each equipment list. • Social workers save between 5% and 30% of a day in dealing with incoming phone calls • Increased flexibility enabling a higher level of referrals to be dealt with in spite of a flu epidemic amongst the teams. • A step in the procedure for adaptations removed for Council tenants, cutting out the need for them to be put on one of three waiting lists Logging in at start of day 2.2 1.33 Problems with Iris/Hyperwave/Printers/Software throughout day Telephone Calls made that were unanswered or led to further work 3 24.25 Updating Iris or Hyperwave 3 77.59 3 Interruptions by telephone calls for other workers or by workers face to face Travelling to and from vistis 1.5 Incorrect Info present on Iris or Hyperwave
  11. 11. Some key underlying principles “Evidencing community wisdom” “Don’t decide about me, without me” “The whole system in the room” HI way of being and thinking “The group is the guru” “There is a solution we can find today” “Ownership not buy-in” “Act your way into a new way of thinking” “People don’t turn their backs on what they have created”
  12. 12. What’s in a name? • Political concern over “deviance” • Not necessarily about being “an outlier” or “a maverick” • “Positive deviance” means different things to different people • Need to adapt “pure” PD to western, organisational context
  13. 13. The cost of troubled families • An “averagely complex” family costs an average of £47,500 in reactive interventions in a year • One member of a troubled family can cost the taxpayer £290,000 in one year • A high-cost family can cost between £350,000 and £450,000 in a year – Source – the Cost of Troubled Families, DCLG, January 2013
  14. 14. Children’s Centres MASH CYPS Family Support FIP Children’s Social Care Reed ASBAT DWP ESF programme PiPs Job Centre Plus Octagon PRU Rise Educational Welfare Service Rehab Centre YOS Family Action NHS Trusts FE College CAHMS 1200 target families Primary Schools x 38 Manager 4 team members Admin Premier League Trust New TFI team Housing Associations Boxing Academy Adult IAPT Secondary Schools x 12 Educational Psychology Service Probation Service Hearthstone Police CONA Alcohol Dependency Charity MARAC Insight-YPSA services Mind IDVA DASH
  15. 15. Capturing information and evidencing progress – an option Before After (illustrations from Mapping the Positive Deviance MRSA Prevention Networks at the VA Pittsburgh Healthcare System Acute Care and Long-term Care Facilities, Plexus Institute, 2007)
  16. 16. An all-in-one way to facilitative leadership Understanding others’ perceptions and positions - making the problem visible and real “After nourishment, shelter and companionship, stories are the thing we need most in the world.” ― Philip Pullman The right data, collected by the right people, to aid understanding and measure progress “Community”-led; opportunistic; Constructive and creative conversations, shared practical learning
  17. 17. Delivers • Engagement through action • Genuine commitment, not just “compliance commitment”. • Improved performance • Personal responsibility • “Communities of Capability” • “It helps people to decide for themselves to behave in the way that we as leaders would like them to….” – Graeme Gordon, Director of Strategy, Southwark Council
  18. 18. People like it!
  19. 19. What next? • Where there is the will to tackle a tough problem at the front line and try something different • In professional environments – giving the work back to the front line • Where small changes in behaviour and practice make a big difference e.g. call centres
  20. 20. So what? More experiences like Nigel’s
  21. 21. More reading and contacts www.woodward-lewis.co.uk

×