Leading adaptive change by harnessing the power of positive deviance

Abstract

Purpose

This is another in a series of Strategy & Leadership “Masterclass” papers that aims at bringing senior managers up to speed on an emerging topic – in this case, leading adaptive change by harnessing the power of new tools such as positive deviance.

Design/methodology/approach

Noted strategic management observer Brian Leavy analyzes new tools and concepts for adaptive change offered by strategists Richard Pascale, Michael Beer and others.

Findings

The paper leads executives through the formidable challenge of uncovering positive deviant behaviors –that is, individual learning breakthroughs–and translating them into “collective learning.”

Practical implications

The positive deviance approach has shown itself to be effective in a wide variety of seemingly intractable challenges including elimination of MRSA in the Veterans Administration Hospital in Pittsburgh and the reversal of chronic sales underperformance at Merck, Mexico.

Originality/value

Senior executives seeking to manage adaptive change will welcome this thoughtful guide to newly available tools.

Citation

Leavy, B. (2011), "Leading adaptive change by harnessing the power of positive deviance", Strategy & Leadership, Vol. 39 No. 2, pp. 18-27. https://doi.org/10.1108/10878571111114437