Brilliant positive deviance : innovation beyond disconnected and disciplined domains

This chapter has argued a need to redress the preoccupation with innovation sourced from disconnected and disciplined domains. Equally important is innovation sourced from internal instances of positive deviance – particularly those serendipitous moments of brilliance, be they intentional or unintentional. Mindful recognition and a respectful examination of these moments can offer opportunities for vicarious learning, whereby managers and their personnel can learn without learning. For instance, rather than an expressed focus on, ‘How can we improve?’, as is the focus of appreciative enquiry (Bright & Miller, 2013; Head, 2013), the focus is, ‘What makes us brilliant and why?’ Whether and how lessons are garnered, are directed by the self and the collective, lest change fatigue be exacerbated. It is important to explicitly recognise the confluence of energy that enables ‘agentic collaboration’ (Raelin, 2011, p. 199). This can respectfully rekindle hope within and among those who have grown weary by innovation sourced from elsewhere, even if from an internal specialised unit. Furthermore, demonstrations of legitimate compassion for individuals and collectives reflect the four tenets leaderfulness.