>Often these ‘rebels with a cause’ – also known as positive or constructive “deviants” – may be motivated because they care for the organisation and its mission

>Often these ‘rebels with a cause’ – also known as positive or constructive “deviants” – may be motivated because they care for the organisation and its mission, and feel psychological discomfort when they see that important capabilities clearly need improvement. I think this is a crucial distinction - the “rebels” are biased towards improvement. However, I’ve also seen rule breaking tolerated in organizations as a means of maintaining the status quo which leads to complacency rather than progress.