Zarina A.

Qadir

Task Two
Actions of Tempered Radicals
In chapter three to seven, Myerson described various ways, methods, and strategies that
tempered radicals continue to work their ways to bring the changes in the dominant
organizational cultures. In chapter three, Meyerson described important forms of responses that
are used by tempered radicals. Psychological resistance is to withstand primarily in self thoughts
and person hold fast to its own values and definition. Self-expressions are to fortify ones own
belief but working quietly in the organization through actions and having others to join to make
changes in the organization. In case of Martina, she was taught to assimilate herself and learn
how to fit, but internally she was having the psychological issues being assimilated in the
dominant culture. She could not internalize the assimilation concept and continued to follow her
internal and psychological resistance to hold her own-self and inheritance.
I believe that it becomes difficult and unacceptable for an individual to completely give up or
repress part of it-self in order to assimilate into the dominant culture. It also focuses on how
tempered radicals face challenges and keep resisting quietly in order staying true to their ones
self and belief. I believe that working collaboratively with the colleagues and connecting with
them who share the similar values and belief will be the successful actions to further impact the
efforts and gradually, it will have the ripple effect.
Turning personal threats into opportunities focuses on various ways of encountering the threats
and turning them into the opportunities. It describes that recognizing the choice, finding the
alternative responses, diverting an encounter to take interaction in a different direction, viewing
interaction as opportunity, and delaying to find a better time and opportunity are effective ways
to address the issues and resolve the conflicts. I like Martin Luther King, Jr. quote The ultimate
measure of a man is not where he stands in moments of comfort and convenience, but where he
stands during challenge and controversy.
Chapter five and six address other approaches that tempered radicals apply to bring
organizational change. It is natural for humans to continuously find ways to be involved in
negotiations to resolve the issues and conflicts. Factually, we negotiate all the time either through
formally or informally. Every day, we are involved in negotiations with our family, friends,
children, and with organizations, either informally or formally to resolve the conflicts.
In the negotiation process, steps such as compromise, avoidance, collaboration accommodation
and third party strategies are most common that are used by tempered radicals. I belief we have

to figure out the proper approach and appropriate time for negotiation that is doable and
workable. Similarly, when it is difficult to make macro level changes, leveraging on small wins
is also an effective to bring changes. The focus on chapter seven was through collective action
used by tempered radicals using workforce diversity, race, gender, or identity.
After reviewing these chapters, I believe that we are all tempered radicals one-way-or-the- other.
Looking at myself as tempered radical on issues and concerns, I do not envision myself as a
complete tempered radical without reasons. I feel that when there is a need to bring change, I
assess the overall pros and cons of the change, and how it will positively and negatively impact
the whole organization- in my case, my school and students. I feel that I can fit and adapt myself
into three main continuums, resisting quietly and staying true to one s self if all other
continuums fail. My goal as a leader is to work on broadening the impact through negotiations
and leveraging small wins and also working through collective actions.