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Crossroads Tempered Radicalism and the Politics of Ambivalence and Change

Author

Listed:
  • Debra E. Meyerson

    (School of Business, The University of Michigan, Ann Arbor, Michigan 48109 (visiting 1995 and 1996 at the Graduate School of Business, Stanford University, Stanford, California 94305))

  • Maureen A. Scully

    (Sloan School of Management, Massachusetts Institute of Technology, Cambridge, Massachusetts 02139)

Abstract

“Tempered Radicals” are individuals who identify with and are committed to their organizations, and are also committed to a cause, community, or ideology that is fundamentally different from, and possibly at odds with the dominant culture of their organization. The ambivalent stance of these individuals creates a number of special challenges and opportunities. Based on interviews, conversations, personal reflections, and archival reports, this paper describes the special circumstances faced by tempered radicals and documents some of the strategies used by these individuals as they try to make change in their organizations and sustain their ambivalent identities.

Suggested Citation

  • Debra E. Meyerson & Maureen A. Scully, 1995. "Crossroads Tempered Radicalism and the Politics of Ambivalence and Change," Organization Science, INFORMS, vol. 6(5), pages 585-600, October.
    • Handle: RePEc:inm:ororsc:v:6:y:1995:i:5:p:585-600
    DOI: 10.1287/orsc.6.5.585
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