Introduction
The major part of this article deals with how the main issues could be tackled through the use of “positive deviants.” (Pascale, and Sternin).
How positive deviant theories could be practiced
Most conventional practitioners dwell on the problem and seek solutions based on trial and error or past practices. The use of positive deviants envisages the following four steps to gain successful and practical solutions, to even major chronic sociological issues and chronic vexatious conventions that have defied solutions for ages.
- 1st Stage: It is first necessary to fully comprehend earlier practiced solutions.
- 2nd Stage: When issues challenge workable solutions, then it becomes necessary to seek exceptions to rules or the existence of facts that belie stated contentions.
- 3rd Stage: It is necessary at this stage to analyze reason(s) for the success of positive deviant solutions, and how they could be successfully contextualized and implemented.
- 4th Stage: Next, it becomes necessary to reframe or convert minority dissent into a mass movement against ruling practices and seek an award for its withdrawal or the institution of new decrees, overruling earlier ones.
The major success of positive deviants
It is seen that the theory “positive deviants’ has been put to constructive and effective use in major evil occurrences like female child circumcision in Egypt, girl trafficking in East Java, alarming dropout in schools of Argentina, child malnutrition cases in Mali, etc. (Pascale, and Sternin).
These social evils have been eradicated through mass movements and positive exercise of democratic rights, largely following positive deviancy norms, and assertion of the rights of a human being to live with dignity, according to their own choice and not by diktats.
Leadership means more than doing different things, it is about doing things differently
The writer agrees that certain obdurate issues need to be tackled differently, and for these, orthodox practices, or ‘in-box’ solutions cannot be applied to produce desired effects. As is often said, leadership does not envision doing different things; it is all about doing things differently.
Internally generated changes- change agent and the community shares the same DNA
However, it also needs to be seen that theoretical aspects of fixing problems and actual implementation of the solutions are two different things and not two sides of the same coin. While it is true that public support and mass movements could produce miracles, one must be cautioned that it may not be appropriate or suitable in all cases. Sometimes, it becomes necessary to seek outside help from expert professionals to arrive at effective solutions. However, the aspect of community-based learning, and allowing society to re-discover its own latent wisdom and strengths, without rancor, are indeed commendable, considering the fact that both the change agent and the community, share the same DNA. (Pascale and Sternin).
Changes that are internally devised are more effective and long-lasting than ones infused from outside. Internally induced changes are less likely to be vociferously disputed or challenged. The use of toxic handlers is also welcome, who could act as a via media between workforce and lethal organizational policies and communities. (Chapter 11: Skills for Communication Change,185)
Deeply embedded differences may negate positive changes
However, it is necessary that change agents need to consider the rationale, or need for change, its justification, and how it could be best presented to the community or group whose acceptance has to be sought before seeking ways and means for its implementation.
It is also necessary that the risk elements in the changes should be understood and conveyed to the masses, community, or groups involved, so that contingency plans to confront adverse situations are drawn up and put in place. It needs to be noted that not all change agents could be successful, least of all immediately, since the organization will have to come to terms with the changing environment and reconcile itself with the new scenario. Additionally, it may be possible that certain issues may be intractable and not amenable to change due to deep-rooted differences. (Chapter 11: Skills for Communication Change,185)
Conclusions
It is said that corporate changes are essential for advancement and growth prospects in combative business. Such changes should seek to offer innovative and compelling solutions to various kinds of critical issues, which could not only place the workforce at risk but also seriously undermine the virtual existence of corporates. However, it needs to be emphasized that the enforcement of change agents will have to be done with care and discretion aimed at the larger interests of growth and betterment.
Works Cited
Chapter 11: Skills for Communication Change: Chapter Summary.
Pascale, Richard Tanner., and Sternin, Jerry.Your Company’s Secret Change Agents: Harvard Business Review. 2005.