Storm Beach

Tempered radicals, Meyerson and Scully argue, are individuals who identify with and are committed to their organisations and also to a cause, community or ideology that is fundamentally different from, and possibly at odds with, the dominant culture of their organisation.

On the one hand radicalism stimulates them to challenge the status quo. Whereas on the other their temperedness reflects the way they have been toughened by challenges. Possibly being angered by what they perceive as injustices or ineffectiveness, and inclined to seek moderation in their interactions with members closer to the centre of organisational values and orientations.

Typically these individuals may struggle to handle the tension between personal and professional identities which are at odds with one another. But they can still effect change, even radical change, whilst enjoying fulfilling, productive and authentic careers.

Bucking the trend for all the attention that has been devoted to issues of organisational ‘fit.’ Especially when you consider that change often comes from the margins of an organisation, borne by those who do not fit well. Ambivalent, but remaining an ‘outsider within’ who can critique well. Tempered radicals create change in two ways – small wins and local, spontaneous, authentic action.

Perhaps operating in a sweet spot, tempered radicals can come under fire from both radical and conservative observers. Risking hypocrisy, isolation, pressures of cooptation and emotional burdens.

And finally I love the reason why the authors chose the word “tempered” – because of its multiple meanings…seeking moderation, having a temper and becoming tougher by being alternately heated up / cooled down.