Seeking radical change in your organization? Be revolutionary.
While managers believe in distributing information, rebels realize that emotions of pride and anger can move a group of people forward.
Example: The managing director of Gujarat Gas, an affiliate of British Gas, wanted his organization to be more responsive to its customers.
But it was a group of young, midlevel managers with a fierce commitment to the change who took a radical approach. They believed that being responsive didn’t mean doing something for customers, but doing something with customers.
So the managers turned employees into “customers.” Their task was to visit the Gujarat Gas office. After having to pass through an interrogation at the front gate and then wait while various clerks (played by customers) delayed things, the team discussed their experiences.
What they felt was moral shock and shame—hot emotions strong enough to “unfreeze” the organization.
— Adapted from Market Rebels: How Activists Make or Break Radical Innovations, Hayagreeva Rao.