Author: Debra E. Meyerson
Publisher: Harvard Business School Press
Date: 2001
Pages: 221
Price: US $24.95
If you have ever had to hide your true values and beliefs because they didn´t fit very well with your company´s way of ´doing business´, you will definitely appreciate Meyerson´s explanation of a ´different way of being different ´.
If you are wondering who ´tempered radicals´ are, the author explains that these are ´people who want to succeed in their organizations yet want to live by their values or identities, even if they are somehow at odds with the dominant culture of their organizations. Tempered radicals want to fit in and they want to retain what makes them different". If this seems like an impossible task, you are probably not alone. Consider the case of the female executive who makes it a point to spend time with her children while also moving up the corporate ladder despite a culture of late-night meetings and extended business trips.
You can purchase this book through Amazon.com Target Audience
The key reader for this book is the ´tempered radical´ who doesn´t know that her actions can be described in these terms. Once the reader sees herself as a tempered radical, she will benefit from knowing that there are other people who are going through similar experiences and that there is an articulated concept to describe this behavior.
Those struggling to come to terms with the dissonance caused by an incompatibility between organizational culture and their own values can take solace in the fact that others have been successful in creating a balance.
As an employer, you should be interested in learning how the approaches used by tempered radicals can prove to be opportunities for not only their organizations but also for society. It should be realized that these ´everyday leaders´ could be important sources for learning about how someone can encourage lasting change in gradual yet meaningful manner. (Executives need to know that they don´t have to take dramatic action for there to be change.)
Content and Summary The ideas in this book are based on the research done by Meyerson that involved ´semi structured interviews with 102 people in two primary business organizations and 80 interviews with a third company´. It´s notable that although the dominant cultures of the three companies are quite distinct, the experiences of the ´tempered radicals´ were found to be highly comparable.
The content of the book is structured around the experiences of eight protagonists who come from distinct backgrounds, yet share the characteristics of a ´tempered radical´. By relying on the experiences of these and other people, the author´s objective is to present the ´most illustrative and diverse set of examples´ to describe the ambiguous concept of tempered radicalism.
The most interesting feature of this book is the description of ´tempered radicals´ itself. To most people, this term may seem like an oxymoron. How can you be tempered yet radical at the same time? The issue is further complicated by the fact that those who may be considered tempered radicals don´t even know it. The author explains that these people employ a style referred to as ´everyday leadership". A homosexual man who puts up a picture of his partner may not be using radical means to change the company policy concerning same-sex benefits but he does create a level of comfort for his coworkers so they are not taken aback when he brings his partner to the company Christmas party.
The characteristics of tempered radicals may not be obvious from the definition of the term. It may help to understand that this concept is based on a continuum that ranges from tempered to radical. Some may employ a quiet, behind the scenes approach while others may choose deliberate action that is meant to cause institutional change. The key point is that there is a huge middle ground from which a ´tempered radical´ can encourage change and maintaining the self without losing legitimacy or credibility in their job.
In terms of the particular characteristics, tempered radicals employ quiet modes of resistance rather then being rebellious. Despite the ambiguity, these people choose to work towards changes by working within the system. Tempered radicals operate on a ´fault line´ - they are insiders who may be treated like outsiders because ´they represent ideals or agendas that are somehow at odds with the dominant culture´. As such, they may be pulled in two opposing directions: towards conformity or towards rebellion. Tempered radicals set themselves apart by navigating the middle ground. They may do this through various avenues. Specifically, this group of people tends to i) choose their battles , ii) create pockets of learning , and/or iii) make way for small wins .
Meyerson actually describes a spectrum of strategies used by tempered radicals to bring about change. These include:
People may choose to be or find themselves termed as tempered radicals for a variety of reasons. For example, there may be misalignment with the organization´s dominant culture because of the person´s social identity (race, gender, sexual orientation, age) or it may be that the person´s values and beliefs don´t fall nicely into stereotypic patterns. Through this book, you will learn how people are able to maintain their identity without giving up well-deserved success in their careers.
HR.COMmentary It is quite refreshing to have Meyerson point out a concept that may be described as being ´under your nose´. Tempered Radicals may not only prove to be a discovery for employers who have not recognized the tempered radicals in their organizations but also for the tempered radicals who never imagined they have been behaving in a particular manner - an approach that is being studied by academics.
My only concern about Meyerson´s theory was that some ´tempered radicals´ may just be afraid of taking risks and as such be classified as being cowardly. When this suggestion was put forward in an interview with the author, Meyerson explained that change happens in both big ways and in small ways. The consequences of the little steps taken by tempered radicals may be difficult to see and as such the change that finally results may not be traceable to the initial efforts of a tempered radical. Although, this is certainly one way of explaining my concern, I would like to suggest that there is still a need to distinguish between those who are simply working from behind the scenes versus those who are just afraid of being confronted. When does the tempered approach become cowardly and when does a radical become rebellious?
Overall, I appreciate the message that you don´t have to take on the world to make your workplace a better place for yourself and for others. You can make changes by winning small battles and without taking on a war. This message can certainly good news for individuals who fear either losing themselves in their organization´s culture or losing their position/status. In addition, you don´t have to be in a power position at your organization to encourage change. Any individual can make a difference. Recognizing ´tempered radicals´ is certainly a great tool for employee empowerment. It helps make organizations more humane and inclusive.
You can purchase this book through Amazon.com About the Author Debra E. Meyerson is Visiting Professor of Organizational Behavior at Stanford University´s Graduate School of Business and at the Center for Work, Technology, and Organization within Stanford´s School of Engineering. She is also affiliated faculty at the Center for Gender in Organizations at the Simmons Graduate School of Management.
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