Module 3 Workbook Click on the icon to print or download a fillable PDF
Note: If you need more pages for your Through-Line Plan or Gratitude Journal you can always head back to Module One and print them off, or save the PDF’s on your computer.
In this module we will explore:
The concept of positive deviance and the research behind it
Three shifts in thinking to help us positively deviate from the normal way we operate in most workplaces (and teams)
Shifting from downstream to upstream thinking
Shifting from a program approach to a cultural approach
Shifting from conventional management to transformational leadership
Focused writing on moving your organization (or team) more upstream
The transformational leadership practices of:
Examining your hypocrisies as a leader
The field of Positive Organizational Scholarship (POS) has developed over the past twenty years to study excellence in organizations; in other words, what happens when we deviate positively from the norm? Up until this time, and even now, the majority of organizational research focuses on the other side of the scale—what happens when things negatively deviate from the norm or go wrong and how do we problem solve?
POS has studied organizations that have adopted positive organizational practices and seen exceptional levels of success as a result. Some of the research from this field has revealed results such as the following:
A study of over 40 firms in the financial service industry showed that positive practices account for 45% of the financial performance in these firms.
In other industries, positive leadership practices have led to higher quality, better customer service, higher employee engagement and satisfaction.
Leaders who focus as much time on abundance gaps (the difference between expected performance and extraordinary performance) as they do on deficit gaps (the difference between ineffectiveness and what is expected) produce far greater performance.
For more background on positive deviance, check out these references (in addition to those listed for Chapter 3 in the book). These are optional readings of course, but fascinating and helpful to those who want to understand positive deviance better.
The following talk that Dr. Kim Cameron gave at Google in 2018 describes how positive leadership strategies lead to extraordinary performance. It is based on over 20 years of his research. This video is 35 minutes long, but I felt that it provided more examples of positive deviance in organizations than his shorter Tedx Talk does. Take some notes in your workbook about positive deviance as you enjoy this video.
Three Shifts to Becoming More Positively Deviant in Organizations
1. Shifting from Downstream to Upstream 2. Shifting from a Program Approach to a Cultural Approach 3. Shifting from Conventional Management to Transformational Leadership
On the Upstream-Downstream diagram in your workbook, write in the various programs and initiatives that your organization, group or team offers its employees. Are they more upstream or downstream?
Try doing some focused writing on practices you can introduce to move your team or organization in a more upstream direction.
Becoming a More Transformational Leader: Some Practices
Transformational leaders are positively deviant. They take an upstream approach and focus on the culture of their organizations and teams. Watch this short video outlining some transformational leadership practices to try.
In your workbook, make a list of your hypocrisies as a leader. Circle the ones you are willing to work on at this time.
Try using reflective action in your next meeting and let us know in the Facebook group how it worked for you. Others will benefit from this discussion.
Focused writing on moving upstream and on becoming a more transformational leader
Examine your hypocrisies as a leader
Use transformational questions when faced with issues or challenges
Introduce reflective action in your meetings
Review the organizational health efforts in your workplace in terms of whether they are downstream or upstream, program-focused or culture-focused, and whether the company has more conventional management practices or transformational leadership practices. Discuss with others how these efforts can be shifted.
Don’t forget to review your Through-Line Plan from Module One each week. Which practices from this module will you add to your someday plans? What will your first three turns be this week?
Please remember to read Chapter Four before moving on to Module Four next week.