Cover image for Tempered radicals : how people use difference to inspire change at work
Tempered radicals : how people use difference to inspire change at work
Meyerson, Debra.
Personal Author:
Publication Information:
Boston : Harvard Business School Press, [2001]

Physical Description:
xxiv, 221 pages ; 24 cm
Format :


Call Number
Material Type
Home Location
Item Holds
HD58.8 .M493 2001 Adult Non-Fiction Central Closed Stacks

On Order



Explores the experiences of tempered radicals: people who want to become valued and successful members of their organizations without selling out on who they are and what they believe in. It shows how to rock the corporate boat and bring about organizational change. The text is set around the stories of real individuals, exploring how people have felt pressure to conform and understanding how to express personal differences positivley in a corporate setting.

Author Notes

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.

Reviews 1

Publisher's Weekly Review

Meyerson, a professor of organizational behavior, offers insights into how people who have encountered difficulty at work because of politics, personality, ethnicity, etc. can alter their workplace behavior. With real-life examples from unnamed companies, the author shows that the key to success is in making the appropriate response, based on timing, stakes, likelihood of success and consequences of failure. Pitched toward managers and human resource professionals, the book includes a number of intriguing, practical approaches that should help employees navigate sticky situations. (Sept.) (c) Copyright PWxyz, LLC. All rights reserved

Table of Contents

Prefacep. xi
Acknowledgmentsp. xxi
Part 1 Tempered Radicalsp. 1
1 Who Tempered Radicals Are and What They Dop. 3
2 Different Ways of Being "Different"p. 19
Part 2 How Tempered Radicals Make a Differencep. 35
3 Resisting Quietly and Staying True to One's "Self"p. 37
4 Turning Personal Threats into Opportunitiesp. 57
5 Broadening the Impact through Negotiationp. 77
6 Leveraging Small Winsp. 101
7 Organizing Collective Actionp. 121
Part 3 Challenges for Tempered Radicalsp. 139
8 Facing the Difficultiesp. 141
9 Tempered Radicals as Everyday Leadersp. 165
Appendix A Research Design and Methodsp. 177
Appendix B Sample Interview Protocolp. 185
Notesp. 189
Indexp. 213
About the Authorp. 221