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Archive for July, 2008

The Learning Style of Positive Deviants

Thursday, July 31st, 2008

By Michael McCauley

Positive Deviance is usually limited to the domain that’s the focus of a person’s interest and innovation. This doesn’t mean that positive deviants focus on just one thing. Instead, they are always looking for general knowledge that can be used elsewhere – often in their field. They have an intellectual curiousity and continue to learn and grow.

Some of the greatest positive deviants have gained their insights by applying learning from other – related or unrelated – areas to challenges they face in their area of focus. Think about the inventors, the tinkerers, the folks who can do a lot with a little – This “crossdomain” appilication can provide some of the most insightful, and useful, innovation. Wilson Greatbach applied his knowledge of engineering, electronics, and human biology to the problem of heart blockage. The result? His invention of the pacemaker. Marvin Camras trained as an engineer and was motivated to record his cousin singing opera. He ended up inventing magnetic tale recording.

Positive deviants never really know where their next great “ah ha!” moment will come from. They’re observing, thinking, learning – looking for new ideas that just might come in handy.

When is Organizational Change Sustainable?

Tuesday, July 29th, 2008

By William Seidman

We get asked if our solution is “sustainable.” Organizational change is sustainable if the people in the organization are committed to taking responsibility for their success. That commitment to change has incredible energy in it. Wisdom transfer isn’t magic – it takes hard work and a degree of diligence. Sustaining the changes is the organization’s charge. We give the tools and the support, but the group must use them well, and over time.

Keeping the Big Picture in Mind When You’re Swamped by the Daily Pressures

Sunday, July 27th, 2008

By William Seidman

I’m in Malaysia now, working with a great team that’s under incredible pressure. Each member recognizes that they should be thinking bigger and longer-term, but need someone – a catalyst if not a leader – to make it all happen. As Michael Gerber wrote in his now-classic book ( the updated version is “The E-Myth Revisited: Why Most Small Businesses Don’t Work”), sometimes you must “work on the business, not just in the business.” But working on the business requires commitment and strength of organizational character that’s hard to find. As in any important relationship, the organization must make a commitment to its own future to have the energy and the discipline required to make real and lasting change.

Neuroscience and Change in Malaysia, Hong Kong, Japan

Wednesday, July 23rd, 2008

By William Seidman

Can the science we use to effect organizational change be used in other cultures and in other languages? Do differences in negotiating styles, teams and hierarchies, and verbal and nonverbal ways of communicating influence a company’s ability to do things differently, and have the changes “stick”?

I’m working on a change initiative for a large multinational in Malaysia, Hong Kong, and Japan this summer. It’a a great way to test the mettle of positive deviance, fair process, and knowledge transfer – based on neuroscience – in translation and with some cultural barriers that we’ll be working with. In Hong Kong there are language differences between Cantonese and Mandarin.

Fair process has three principles: Engagement, Explanation, and Expectation Clarity. There seems to be a universal sense of honor and dignity created when a change process relies on the science of fair process. This has been especially powerful in work I’ve done with Japanese and Chinese companies previously.

A foundation of neuroscience, that “neurons that fire together, wire together,” would seem to predict that the approach will work.

Sharing Expertise within Organizations

Monday, July 21st, 2008

By William Seidman

How can you find expertise and, then, assure that it will be shared? Alden Hayashi’s “The World Might be Small, But Not for Everyone” describes research by a team led by Morten Hansen from INSEAD. Are the results surprising or could you have guessed what tends to happen? Significant groups within an organization are consistently and systematically excluded from critical knowledge. This exclusion decreases individual productivity and organizational success. Morten suggests that mentoring might solve this problem.

But we have found that many designated mentors don’t know how to mentor, and that the best people often don’t like it. Cerebyte’s research has found that reliance on human-to-human ad hoc mentoring does not solve this problem, which is often universal within the organization.

Use the research on positive deviance to define the content you want to gather and transfer, the research on fair process and positive visualization to motivate acceptance of the desired change, and the research on neuroplasticity to ensure that the learning will “stick.” Recent science offers some really great answers to these challenging problems of knowledge transfer – whether it’s called “sharing expertise,” “wisdom transfer” or “knowledge management.” We’re incredibly excited about it, because it can transform people and organizations.

Neuroeconomics and Change

Thursday, July 17th, 2008

By William Seidman

I like the book Your Money and Your Brain: how the New Science of Neuroeconomics Can Help Make You Rich. Its author is Jason Zweig – an editor and writer for Forbes, Money and, now, The Wall Street Journal – who recently in an interview discussed the ways that short-term noise can overwhelm people and lead them to make bad decisions. It’s absolutely what you see if you watch people make financial decisions with long-term effects based on what’s worrying/thrilling/upsetting/delighting them right now. (more…)

Using Neuroleadership to Sustain Organizational Change

Sunday, July 13th, 2008

By William Seidman

If you’ve recently implemented change in your company – congratulations! But now what? Ensuring that change “sticks” is the tough part. Focused positive thinking has been shown to actually work. (more…)

About this blog

Friday, July 11th, 2008

Welcome to Cerebyte’s Blog, our ” Wisdom Journal.” This site was created to provide a source of web-based information and conversation on current ideas on organizational and personal change. How does it happen? What makes it so difficult? The hard parts, the fun parts – it’s all grist for our mill. Have you had an experience with change in your organization that was less than positive? We like to freely exchange ideas and look forward to exploring with you. We are William Seidman, Michael McCauley, and Rick Grbavac, and we’ll be sharing our blog with guests sometimes, too.

Do you remember some of the companies that couldn’t change? I do. They’re gone now. Some were even the “late, great,” and I was sad to see them go. Best practices which were, in fact, static may have done them in. Organizations transform themselves by changing the people in them. Either you hire new people or get the ones you have to change. But what about “doing things the old way”? When those ways work, they must be transmitted to people coming in. “Positive deviants” are the people in your organization or group who, somehow, and maybe quirkily, manage to get it right – with the same tools as everyone else. The tricky thing to figure out is how to utilize those valuable people to teach and transmit their wisdom to the rest of us. We at Cerebyte love this stuff and hope you’ll join the conversation! – Bill

 
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