Economists, educators in business and management, and organizational leaders study and deal with recurring “disruptive technologies” that enable a larger group of people, usually less-skilled, to do things that previously only expensive specialists could do. Disruptive technologies are agents of change for a business or industry that keep it growing and profitable, but without effective leadership through the change process, it can be unpleasant and uncomfortable, or fail. Just as disruptive technologies are change agents, new people in a group who don’t seem to fit — people the veterans consider radical or disruptive — can be change agents. In both cases, whether the disruption is from technology or from people, leaders face difficult situations and decisions. The difficulty comes from several fronts.
When a disruptive technology becomes available, those whom the technology will replace are understandably upset, and the organization’s leaders also face decisions about the cost of the technology, the cost of recruiting and training, how quickly will there be a return on such investment, how to overcome the resistance of those whom the technology will replace, and whether or not they want to adopt the technology early or wait until it’s tested. It is easy to adopt a “wait and see” attitude that is covering very real fear of change and fear of making the wrong decisions. More often than not, however, adopting a “wait and see” attitude prevents growth and adaptation to a changed business environment and is the beginning of the end for a business or organization.
When a person whose identity or values seem to be at odds with the group’s or organization’s primary culture, at the very least it can “get on the last nerve” of the established veterans, and at the worst it can be destructive. The leaders in such a scenario face decisions about how involved to be in the friction or conflict and whether the benefits outweigh the costs of working to overcome the resistance, friction, and conflict, or of championing the different, fresh perspectives and ideas. Just as with disruptive technology, it’s easy to “wait and see” what happens rather than get involved and facilitate the welcome and integration of new people and ideas, but it can be just as foolhardy as not doing anything about a disruptive technology.
Debra Meyerson, of Stanford University’s School of Engineering and Graduate School of Business, refers to individuals who are different, yet who want to succeed in the organization, as “Tempered Radicals.” They are “tempered” or “toned down” because they want to be in the organization and moderate some of their views or ideas accordingly, but they are likewise “radicals” who see the need for sometimes dramatic change. Tempered Radicals are agents for change that can keep an organization current and relevant because they believe in the organization’s mission or purpose, but bring a different background or out-of-the box thinking into the center of it. It can be difficult for such a person to fit into the organizational culture and structure. Group or organizational leaders need to recognize that the new person is a representative of a changing demographic landscape and thus brings a perspective and background that is important to helping the organization continue to grow in the changed landscape. Leaders who understand the importance of new perspectives to the organization’s growth can encourage the veterans to engage the new person with probing questions and develop understanding of the new perspectives and ideas, and simultaneously advise a new person on how to navigate the structure and understand the organizational culture. New and established people in the organization thus enhance each other’s understanding so that resulting change is both consistent with the organization and relevant to the changing environment beyond the organization.
Remember, all three kinds of people — the veteran, the radical, and the leader caught between them — are important for an organization to change successfully with connections to its history as well as to the increasingly diverse world. The keys are for veterans to seek greater understanding of the perspectives of the radicals, for the radicals to temper, or moderate, ideas with greater understanding of the organization’s history, mission, and culture, and for leaders to facilitate contact and exchanges between them.
Source: Meyerson, Debra. Tempered Radicals: How People Use Difference to Inspire Change at Work, a Stanford University Graduate School of Business Executive Briefing Film. Mill Valley, California: Cantola Productions, 2001.
[Monika Byrd, March 2005]
Questions or Comments about Phi Theta Kappa Leadership Briefs may be directed to Monika Byrd, Director of Leadership Development Programs.
