Tempered Radicals

This is the title of a book by Debra Meyerson in which she explores the characteristics of such individuals and their role within organisations. I am drawn to this work partly by the title which resonates with how I see myself, but also to the fact that it defines the role of such individuals within organisations. Debra draws attention to the word tempered and reminds us of the use of this word in relation to the process of hardening steel through heating and rapidly cooling. She also refers to the definition of tempered as being ‘in balance’. By this she infers that the individual concerned is neither extreme nor innocuous, but provides a catalyst for action. One of the roles that Tempered Radicals can facilitate is that of negotiator. She suggests that there are four stages that can help negotiation,
1. Stepping back. This is a way of looking at the bigger picture to help promote understanding. This is particularly helpful when the situation feels like a personal attack. Externalising a problem entails thinking about the problem as stories.
2. Looking inward. This enables the negotiation process to respect the strong feelings that are arouse in any conflict situation and avoids the danger of unhappy compromise. Self enquiry helps to identify deeper goals so that lesser goals can be sacrificed for the greater good.
3. Taking stock of others’ interests. The hardest thing in any negotiation process is being able to see from another’s perspective. She lists five things that motivate organisations to behave as they do. This helps to better assess their priorities, needs and fears.
4. Using third parties. Such people can be useful in helping to frame the meaning of the conflict and uncovering concerns and interests of the other parties. They can also give legitimacy and clout to the work of the Tempered Radical as well as providing connections to broader networks.
For a summary of the work of the Tempered Radical you can click here.

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