- Mobilising communities to discover "invisible" solutions in their midst
- Using innovative designs to "act" your way into a new way of thinking instead of thinking your way into a new way of acting
- Confounding the organisational "immune response" seeking to sustain the status quo
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LEADERSHIP IS A PROCESS OF SOCIAL INFLUENCE, WHICH MAXIMISES THE EFFORTS OF OTHERS TOWARDS THE ACHIEVEMENT OF A SHARED GOAL.
Tuesday, September 07, 2010
Think of the toughest problems in your organisation or community. What if they'd already been solved and you didn't even know it?
In The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems, the authors present a counterintuitive new approach to problem-solving. Their advice? Leverage positive deviants - the few individuals in a group who find unique ways to look at, and overcome, seemingly insoluble difficulties. By seeing solutions where others don't, positive deviants spread and sustain needed change.
With vivid, firsthand stories of how positive deviance has alleviated some of the world's toughest problems (malnutrition in Vietnam, staph infections in hospitals), the authors illuminate its core practices, including:
Inspiring and insightful, The Power of Positive Deviance: How Unlikely Innovators Solve the World's Toughest Problems unveils a potent new way to tackle the thorniest challenges in your own company and community.