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This article details a research approach that created impact through suspending assumptions of Western research methods and positioning Indigenous research partners as experts and co-creators of the research process.

The research partnership placed Indigenous ways of knowing, being and doing at the center of research design and methodological choices. At all decision-making points upon commencement of the research, Indigenous (non-academic) research partners were engaged and determined the outcomes of the research partnership.

The impact of this research partnership was three-fold. First, this partnership impacted women directly through employment of Australian Indigenous Environmental Rangers as research associates. Second, the partnership increased awareness and collectivism of Indigenous women’s voices as leaders and advocates for policy change, bringing a new cohort of women rangers wishing to participate as research associates in the project. Third, was the establishment of a National Forum and the formal application for a $1,000,000 Australian Research Council Linkage Project grant to continue research at the National Forum.

We offer readers the opportunity to observe our process of engaging in effective research collaborations with Australian Indigenous peoples who are typically not included as co-creators and equal partners in Western academic research. The research collaboration centered upon Indigenous ways of knowing, being and doing to amplify impact. We demonstrate the impact of framing the research as storytelling, so enabling data collection through the culturally safe methods of “dadirri” as well as the “yarning circle”, both of which privilege Indigenous knowledge systems.

Workplace mavericks are often labeled as non-conformists. They are perceived to be the employees who disregard organizational policies and procedures, and who invite huge risks in the pursuit of goals that sit outside what the organization dictates as the core business or practice. While this may be accurate to a degree, it is not the complete story. Guided by recent conceptualizations of non-conformity and positive deviance, this qualitative study interviewed 27 observers of mavericks (observer-types) in the workplace, and 28 interviews with mavericks (maverick-types). Results highlight that while maverick individuals do challenge organizational norms, they do so for the benefit of others, including the organization. Additionally, they are not wildcard non-conformists as they do in fact conform. However, they are conforming positively to higher level hyper-norms or organizational goals, and therefore operate in what could be termed as bounded non-conformity. Understanding the form that this bounded non-conformity takes is key for organizations to mitigate perceptions of the risk posed by maverick individuals, while maximizing the rewards that maverick employees can offer to organizations, especially for informing ideas and plans around more radical change and innovation. In this way, organizations can benefit from the numerous and unique contributions of mavericks in the workplace, such as innovative, unorthodox, and out-of-the-box thinking, while at the same time still ensuring the effective governance and risk management of the organization.