This is a monthly electronic magazine for anyone who wants to be a better leader, coach, facilitator, or simply, to tune up their people skills. It is a complimentary publication, devoted to the next evolution of Quality Thinking.
Publisher: © Key Associates, LLC, 2006 ISSN # 1545-8873
“Persuasion calls for an ability to listen well enough to know what matters to people.” — Drs. Kathleen K. Reardon, Kevin J. Reardon, & Alan J. Rowe
“[The only way to effect change is to be] a vicious parasite in the intestine of the enemy.” — Abbie Hoffman
“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” — Margaret Mead
“While a business entrepreneur may thrive on competition and profit, a social entrepreneur has a different motivation: a commitment to leading through inclusiveness of all actors in society and a dedication to changing the systems and patterns of society.” — Ashoka Fellows in India, April 2000
Many of us in leadership positions today are the socially conscious radicals of the 60’s and 70’s. Stanford faculty member Debra Meyerson (2004) has a new term to describe us – “the tempered radical.” She offers four tips for rocking the boat without tipping it over:
1. Build relationships within and without the organization with people who share your marginalized identity.
2. Develop the discipline to manage heated emotions to fuel your agenda.
3. Frame your agenda in language that has legitimacy to those in power.
4. Create connections with other people with similar values, beliefs and identities – pulling together the weak signals to make a strong signal – as Margaret Mead suggests (above).
Many free articles on social change in Stanford Social Innovation Review.
Tutorial on stages of change and leadership style: Leadership Styles for the Five Stages of Radical Change.
Concerns unique to internal vs. external change agents: Change Agents: The good, the bad and the ugly.
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