A KaiNexus webinar presented by Paul Wainwright, hosted by Mark Graban Learning Objectives: Reflect on traditional idealisms of change management and consider how these may be your enemy Identify the need for positive deviance in an organizational setting Consider the cultural elements required to not only embrace positive deviance by also promote and encourage it Paul Wainwright BSc (Hons) MSc MBA CMgr MCMI Managing Director, Initi8 Business Excellence Paul is the Managing Director of Initi8 Business Excellence, a consultancy business specializing in enabling organizations to achieve positive an progressive change. The eight core elements supporting the Initi8 Business Excellence framework are focused on Strategy, Design, Leadership, Process, Change, Customer, Learning & Empowerment Having worked with a range of organizations in various sectors Paul has experience of leading business improvement projects, introducing continuous improvement frameworks and working with senior leaders to train and develop their leadership and management skills. As a Lean Six Sigma Black Belt Paul is very familiar with the challenges that organizations face 'on the ground' and actively works with leaders of organizations to go to Gemba and overcome these challenges. Paul also works closely with a local university delivering material on their MBA course whilst also offering free consultancy to local charities to help them formulate and deploy operational strategies enabling them to reach their goals and objectives.

1. Learning to Embrace
Positive Deviance
Host: Mark Graban
Mark@KaiNexus.com
Presenter: Paul Wainwright
pwainwright@initi8.org.uk

2. Webinar Logistics
• Presentation (45 minutes)
• Q&A (10 minutes)
– Use the GoToWebinar
Meeting Panel to
submit a question at
any time
• Recording link & slides will be sent via email
– Also – see the “Handouts” feature and Chat box

3. Our Presenter
About Paul Wainwright
• BSc (Hons) MSc MBA
CMgr MCMI
• Managing Director, Initi8
Business Excellence
• Lean Six Sigma Black Belt
• Positive Deviant

4. Learning to embrace Positive Deviance
Paul Wainwright BSc (Hons) MSC MBA CMgr MCMI
Managing Director

5. Hi…
Hope you find the webinar interesting

6. Objectives
Positive Deviance

7. Objectives
u Reflect on the failings of ‘traditional’
change
• Typical leadership techniques
• Idealisms of change
u Identify the need for deviancy
• Why do we need deviance and rebellion?
u Consider the cultural elements to develop
‘deviants’
• Learning to embrace Positive Deviance
This Photo by Unknown Author is licensed under CC BY-SA-NC

8. Change
Positive Deviance

9. Change
u Change is a expectation on all of us,
u Personal change
• Eating more healthy
u National change
• Brexit
u Professional change
• Career change
u Organizational change
• Restructure
“Change is the only
constant in life”
Heraclitus - Greek philosopher
This Photo by Unknown Author is
licensed under CC BY-SA

10. Organizational Change
u Usually instigated by a Senior Manager
change is typically a result of a negative
u Sales performance is poor
u Throughput is down
u Efficiency is low
u On Time Delivery isn’t acceptable
u Customer demand has shifted
Creating a need for people within an organization
to change is generally done through a failing.
Justification is usually undertaken via a negative
Follow me, I Know the
way………….I think it’s over here
This Photo by Unknown Author is
licensed under CC BY-NC-ND

11. Organizational Change
u Kotter writes about Establishing a sense of
urgency and suggests that to raise the
urgency level a number of things can be
done:
u Create a crisis
u Eliminate examples of excess
u Set unreachable targets
u Insist accountability for broad goals
u Communicate customer satisfaction data
u Insist people speak to unsatisfied customers
more
u Use consultants
u Communicate honestly
u Speak of the organizations inability to capitalize
on opportunities

12. Organizational Change
“My Manager doesn’t believe in it so why should
I?”
”I’ve Been telling them this for years Paul – but
they don’t listen”
“So how are they (the Mangers) going to change?”
“They’ve (the Managers) got no idea how it
actually works”
“It’s a flash in the pan – I’ll just ride it out”
This Photo by Unknown Author is licensed under CC BY-ND

13. Organizational Change
This Photo by Unknown Author is licensed under CC BY-SA

14. Organizational Change
This Photo by Unknown Author is licensed under CC BY-SA

15. Organizational Change
This Photo by Unknown Author is licensed under CC BY-SA
Anxiety Reactions
u Survival Anxiety – we’re not going to make it
u Learning Anxiety – I can’t make it
Responses
u Denial
u Blame
u Extra compensation
Edgar Schein, 2010

16. Organizational Change
0
1
2
3
4
5
6
7
8
9
10
Managing Anxiety
Survival Learning

17. Organizational Change
Reducing learning anxiety
• Create a positive vision and make it clear
• Carry out formal training
• Involve the learner
• Informal training
• Feedback sessions and support groups
• Positive role models
• Develop systems and structures that are
consistent with the change
Schein, 2010
“Never let the fear of striking out get in your
way.”
Babe Ruth
https://sportpsych.unt.edu/sport-quotes
This Photo by Unknown Author is licensed under CC BY-SA-NC

18. Organizational Change
But wait….
u why should we wait for the iceberg to
melt or for the platform to burst into
flame?
u Why can’t change be an integral part
of how a business functions?
u Why can’t change be triggered by good
things?
Why can’t we become more deviant??
This Photo by Unknown Author is licensed under CC BY-
NC

19. Positive Deviance
Positive Deviance

20. What is Positive Deviance?
OK – lets just put it into perspective
“Positive deviance refers to behaviour that deviates
from the norms of the reference group and has
positive effects on the organization” Mertens &
Recker (2017)
This Photo by Unknown Author is
licensed under CC BY-SA-NC

21. What is Deviance?
Sociological theory on deviance has many themes
some of which are:
u Functionalism - deviance is a necessary element
u Structuralism - deviance is a result of conformity to a
group.
u Interactionalism - deviance is a negotiated perspective
u Marxism - norms are built to support the rulers which
again aligns to the organisational setting
This Photo by Unknown Author is
licensed under CC BY-SA
This Photo by Unknown Author is
licensed under CC BY-SA

22. Rejecting the status quo
Deviant
Behaviour
Organisational
Values
Promoted
Norms
Acceptable
Behaviour
This Photo by Unknown Author is licensed under CC BY

23. Rejecting the status quo
This Photo by Unknown Author is licensed under CC BY-NC-NDThis Photo by Unknown Author is licensed under CC BY-SA-NC
This Photo by Unknown Author is licensed under CC BY-NC-ND This Photo by Unknown Author is licensed under
CC BY-ND
This Photo by Unknown Author is licensed under CC BY-
SA
This Photo by Unknown Author is licensed under CC BY-SA

24. Rejecting the status quo
Artefacts
Beliefs
Underlying
Assumptions
This Photo by Unknown Author is licensed under CC BY-SA

25. The Positive Deviant
The Positive deviant
u Embrace the rebel inside
u Push yourself out of your comfort zone
u Question everything
u Reject your own knowing in favor of wisdom
u Embrace diversity
u Be authentic and true to your self focusing on
strengths:
u Create engagement through story
Francesca Gino, Rebel Talent, 2018

26. The Positive Deviant
The Positive deviant
u Avoid the learning trap
u Learn through contrast
u Act into a new way of thinking
u Don’t forget the invitation
u Let those with the problem discover and own the
solution
Richard Pascale, Jerry Sternin & Monique Sternin, 2010

27. The Positive Deviant Leader
So if that is what the Positive Deviant looks like,
• What does a leader look like who supports this?
• What does an organisation look like that encourages
this?
This Photo by Unknown Author is licensed under CC BY-SA

28. Transactional Leadership
Transactional Leadership
Extrinsic
rewards
Management
by Exception
Transactional Leadership
Conformity to what is seen as ‘in the best
interests of the organization’ leads to an extrinsic
reward system acting as a foundation supporting a
transactional leadership style. Compliance over
challenge is often promoted when considering the
traditional transactional leadership model.
Result:
The danger is that everyone is pulling
together – but only if the rewards keep
coming
Adapted from Peter G. Northouse (2007)

29. Transformational Leadership
Transformational Leadership
Intrinsic
reward
Idealised
Influence
Inspirational
motivation
Intellectually
stimulating
Transformational Leadership
Transformational leadership places a focus on
developing people to reach their potential for the
good of the organizational goals and objectives.
Often driven by a charismatic and visionary leader
the desire is to engage and empower through a
influential and idealized vision.
Result:
The danger is that everyone is pulling
together – towards a leader led vision – that
may be wrong
Adapted from Peter G. Northouse (2007)

30. Intersection of Leadership
However, neither may offer the model of
leadership that promotes and then embraces
the positive deviants
• Leadership based on extrinsic reward may be
unsustainable and promote a culture of self
preservation
• Leadership based on intrinsic reward may be
self limiting to the vision of the leader
This Photo by Unknown Author is licensed under CC BY-SA

31. Empowerment Leadership
Mertens and Recker (2017) found that a
combination of Transactional and Empowerment
leadership led to the best results
“Leaders that were very consistent in their rewards
and reprimands and that kept a tight control over
processes, yet at the same time invited employees
to actively participate in design making and in
optimizing work design appeared to stimulate the
highest degree of positive deviance”
Mertens & Recker, 2017
Positive Deviance and Leadership: An Exploratory Field
Study
This Photo by Unknown Author is licensed under CC BY-NC-ND

32. Empowerment Leadership
Vadara, Pratt and Mishra (2013) developed an
emergent model of constructive deviance which
highlights characteristics which they suggest
result in Constructive deviance,
• Intrinsic Motivation
• Felt Obligation
• Psychological Empowerment
Constructive Deviance in Organizations : Integrating and Moving
Forward
Abhijeet K. Vadera, Michael G. Pratt and Pooja Mishra
Journal of Management 2013 39: 1221 originally published online 26
February 2013

33. Intersection of Leadership
This Photo by Unknown Author is licensed under CC BY-SA
Transactional TransformationalEmpowerment

34. Organizational Change
Peter Senge argues that,
“It is not enough to change strategies, structures, and systems, unless the thinking that
produced those strategies, structures and systems also changes”

35. The Rebel Leader
The rebel leader
1. Seek out the new
2. Encourage constructive dissent
3. Open conversations, don’t close them
4. Reveal yourself – and reflect
5. Learn everything – then forget everything
6. Find freedom in constraints
7. Lead from the trenches
Francesca Gino, Rebel Talent, 2018

36. Organizational Setting
This Photo by Unknown Author is licensed under CC BY-SA
This Photo by Unknown Author is licensed under CC BY-NC

37. The pirate ship
u What does this look like in an
organizational setting?
u Challenge is encouraged, listened to,
embraced and acted upon
u Expectations are clear and mutually
agreed
u Fear of speaking up is no existent
u There is a fundamental understanding of
goal, purpose and role
u We look to unlearn
This Photo by Unknown Author is licensed under CC BY-SA

38. Summary
Positive Deviance

39. Deviance & Continuous Improvement
u Gemba
u The power to understand the issues people face
u Training & Project Selection
u Focus on the critical factors
u Support your deviants

40. Summary
Positive Deviance has the potential to fundamentally change how organizations approach not only
continuous improvement but daily operations
u Openness to ideas, feedback and criticism – listen to become more self awareness and reflective
u Lead with positive energy fueling the change
u Give people the option don’t railroad people
u Allow people to own their own problems and solutions
u Learn to unlearn
u Give people a reason to care
Be a pirate,

41. Thank you
Paul Wainwright BSc (Hons) MSC MBA CMgr MCMI
Managing Director Positive Deviant
Initi8 Business Excellence
pwainwright@initi8.org.uk
www.initi8.org.uk
Please feel free to contact me if you’d like to
continue this discussion – it would be great to hear
from you and your experiences

42. Announcements
(Then Q&A)

43. Future Webinars
• Ask Us Anything! Episode #25
– October 28, 2019 – 1 to 1:30 pm ET
• Ritu Ward: “Leadership Behaviors To Guide Effective Change"
– Vice President, Regional Laboratory Services at Mercy Health
– November 19, 2019 – 1 to 2 pm ET

44. Other Resources
www.KaiNexus.com

45. Podcasts
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46. Q&A
• Web:
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– blog.kainexus.com
– www.initi8.org.uk
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Mark Graban
Senior Advisor, KaiNexus
Mark@KaiNexus.com
Presenter: Paul Wainwright
pwainwright@initi8.org.uk