I first heard the term positive deviance when I read Kim Cameron’s thin volume, Positive Leadership. I immediately loved the term for its irony, its spin on what we normally think of as deviant behavior. The idea that we can become positively deviant by breaking the norm and surpassing expectations appeals to the dreamer in me.
Deviant comes from the Latin “de” – from, and “via” – road. So deviance refers to being off the beaten path. It is out of the norm, forging a new path where none exists. While some who live off the main road are robbers and malcontents, others are trail-blazers, dreamers…positive deviants.
Gretchen Spreitzer of the University of Michigan and Scott Sonenshein from Rice University clarify what is meant by positive: “By positive we mean honorable behaviors that improve the human condition.” Honorable is a carefully chosen term that reflects the above-and-beyond nature of the deviant behavior that others would label honorable.
Shawn Achor, a trail-blazer in the emerging study of positive psychology, is intrigued by the positive outliers- those who are out of the norm because they chose to push through when the odds were against them, went a little further than what was considered safe, and changed the lens through which they viewed the world.
Achor says to focus “on your own lens and how you can ripple that positivity out through your work, your personality and your habits to create a more positive work environment.” we can cultivate our positive deviance by becoming more aware of possibilities and opening our eyes to limiting mindsets.
The University of Michigan’s Center for Positive Organizational Scholarship is the hub for research in how to apply positive psychology in our organizations. Researchers like Kim Cameron, Robert Quinn, and Jane Dutton are involved in the application of POS in the real world.
In the organizational context the positive deviant challenges the status quo. Fired by a vision of what could be…what ought to be…the positive deviant swims upstream. What I learned (the hard way) is that the successful positive deviant builds coalitions whenever possible. We swim alone if we have to, compelled by a vision of what could be. But creating ripples of influence within our informal and formal networks creates energy and critical mass.
As I considered how positive deviance applied to my own field of performance Improvment, I discovered that much performance intervention is based on ambition and individual power. To introduce positive deviance requires a shift in the philosophical starting point to performance analysis from ambition to investment.
As a performance investor I become a steward of a higher purpose within the organization. I see the positive core that each individual brings to the team as well as the collective positive core. My focus shifts from problems to possibilities and I invest my time and talent to raise the success quotient so that everyone wins.
I know positivity can come across as a “peace, love and harmony” approach that has no place in the rough and tumble world of organizational politics and a driving sense of urgency. It does require a shift in ones mindset to replace the ambition-based push with an investment-based influencing conviction.
Becoming a positive deviant in any organization requires a commitment to long-term influence as it takes time to build coalitions and work the social networks. It requires determination to continue making the investment of time, energy, and personal gain for the future success of individuals and the organization.