When we are trying to make change happen in an organisation it can be useful to pay attention to how ‘weird’ we are coming across to our colleagues. In the 1970s, Jonno Hannafin came up with the concept of The Perceived Weirdness Index. The essence of the idea is that if we are too different (too weird) to the culture we are trying to change then it’s likely we will be rejected, but we have to be weird enough to challenge the status quo. If you are trying to lead change in your organisation or community, there is a line to tread between being so radical that you get spat out, and blending into the norm so much that you don’t make anything happen. How do successful change-makers walk that line?
