Module 3 discussion

  • Radical Change, the Quiet Way
  • Tipping Point Leadership

Introduction to the Lesson with the authors summaries:

  1. Radical Change, the Quiet Way

At some point, many managers yearn to confront assumptions, practices, or values in their organizations that they feel are counterproductive or even downright wrong. Yet, they can face an uncomfortable dilemma: If they speak out too loudly, resentment may build toward them; if they remain silent, resentment will build inside them. Is there any way, then, to rock the boat without falling out of it? In 15 years of research, professor Debra Meyerson has observed hundreds of professionals who have dealt with this problem by working behind the scenes, engaging in a subtle form of grassroots leadership. She calls them “tempered radicals” because they effect significant changes in moderate ways. Meyerson has identified four incremental approaches that managers can quietly use to create lasting cultural change. Most subtle is “disruptive self-expression” in dress, office decor, or behavior, which can slowly change an unproductive atmosphere as people increasingly notice and emulate it. By using “verbal jujitsu,” an individual can redirect the force of an insensitive statement or action to improve the situation. “Variable-term opportunists” spot, create, and capitalize on short- and long-term chances for change. And through “strategic alliance building,” an individual can join with others to promote change with more force. By adjusting these approaches to time and circumstance, tempered radicals work subtly but effectively to alter the status quo. In so doing, they exercise a form of leadership that is more modest and less visible than traditional forms–yet no less significant. Top managers who want to create cultural or organizational change–perhaps they’re moving tradition-bound businesses down new roads–should seek out these tempered radicals, for they are masters at transforming organizations from the grass roots.

  1. Tipping Point Leadership

When William Bratton was appointed police commissioner of New York City in 1994, turf wars over jurisdiction and funding were rife and crime was out of control. Yet in less than two years, and without an increase in his budget, Bratton turned New York into the safest large city in the nation. And the NYPD was only the latest of five law-enforcement agencies Bratton had turned around. In each case, he succeeded in record time despite limited resources, a demotivated staff, opposition from powerful vested interests, and an organization wedded to the status quo. Bratton’s turnarounds demonstrate what the authors call tipping point leadership. The theory of tipping points hinges on the insight that in any organization, fundamental changes can occur quickly when the beliefs and energies of a critical mass of people create an epidemic movement toward an idea. Bratton begins by overcoming the cognitive hurdles that block organizations from recognizing the need for change. He does this by putting managers face-to-face with operational problems. Next, he manages around limitations on funds, staff, or equipment by concentrating resources on the areas that are most in need of change and that have the biggest payoffs. He meanwhile solves the motivation problem by singling out key influencers–people with disproportionate power due to their connections or persuasive abilities. Finally, he closes off resistance from powerful opponents. Not every CEO has the personality to be a Bill Bratton, but his successes are due to much more than his personality. He relies on a remarkably consistent method that any manager looking to turn around an organization can use to overcome the forces of inertia and reach the tipping point.

Lesson objectives/outcomes

At the end of this assignment, students will be able:

  1. To analyze how leadership affects change, based on your reading, research, experience, etc.
  2. To identify some of the legal, moral and ethical concerns of operating/managing an organization
  3. To show how these legal, moral and ethical concerns affect change.


Discussions will be posted per week on Canvas. Students are required to post their views and discussions.  You are also expected to read and respond to at least two (2) of your classmates postings for each discussion.  

Your participation is an indication that you are learning. Your posted responses would demonstrate your understanding and application of the knowledge gained.  Your postings to each discussion must be substantial and be supported with references.  Please follow the APA style for your writing.  Remember this is a graduate level course and the length of your responses to your classmates postings should be a minimum of 200 to 300 words in length.  Responses are expected to be more than just I absolutely agree or Excellent point! to receive credits; a guideline to use is that responses should have between 100 to 150 words.  All postings (discussions and responses) must be posted by the due date in order to receive full credits and dont forget your citations. 

Please note that there are two due dates for all your online discussions:   

  1. Your initial posting in response to the discussion questions is due no later than the Thursday of the assigned week.
  2. Your minimum of two (2) responses to two (2) or more of your classmates postings are due by the assigned Sunday of that week. 

The instructor would be monitoring all the ongoing dialogues and grading students on their participation. 

Discussion Questions:

  1. After reading the 2 HBR articles, please comment on your take of how leadership affects change, based on your reading, research, experience, etc.
  2. Please identify some of the legal, moral and ethical concerns of operating/managing an organization and discussion how these concerns affect change.

3 Discussion Human Rights & Trading Rights


Human Rights & Trading Rights

Do you think governments should consider human rights when granting preferential trading rights to countries? What are the arguments for and against taking such a position?

Submission Instructions:

  • Your initial post should be at least 200 words with at least 2 academic sources


Please read each passage below, I need a minimum of 150 words for each part (1 & 2 ) which is a total of 300 words in response. I DO NOT need a reference or title page, however please provide the reference(s) underneath the passage. Please label as I have done below, example Part 1 and place your response along with the reference. Please keep each one on the same document! Please cite properly and use correct grammar. 


After reading the article “Ethics vs. compliance: Do we really need to talk about both”?

Ethics is deciding what right and wrong conduct is? Ethics is standard practice for morally right and wrong, and the company may decide to confirm with its policies and procedures whereas compliance is enforced by law and rules. The law can enhance organizational ethics by outlining acceptable behaviors beyond government control. Ethics and compliance go hand in hand to ensure the companies follow the laws and keep them out of trouble. In other words, compliance means that the business must follow the laws, rules, standards, regulations, no matter what. “Compliance is something that the government requires you to do” (Watson, 2014). According to Gonzales (2015), “Companies that understand the legal dimensions for their business have a competitive advantage over companies that ignore ethics and compliance.” For example, my former employer failed to understand the business ethics, legal, and compliance. My former Boss aka the Ceo deceived its shareholders regarding the profit made on the dividend on the stocks. And as a result, they got sued by their shareholders for 3 million dollars, and the shareholders won. This action caused the company to ruin its own reputation and brand. Shortly after the incident, many staff, including myself, decided to leave the company; I didn’t want to associate myself with the company that steals from its own employees. I learned when a Ceo fails to follow the laws and regulations and undermines the importance code of ethics and laws; it’s clear that abiding by the rules regulations and preserving the reputation is not important. The loss of my former organization’s reputation with its consumers, business partners, and other stakeholders lead the company to shut down. In my current employer, we don’t have an HR department, which means the managers have to step in and fill in the role when it comes to training, comply with any rules, laws, regulations, policies, etc. Though the company doesn’t promote the code of ethics, at least the company is consistently complying with the law by offering and providing a refreshment course outlining compliance program outlining the company’s rules, policies, procedure, etc. My company enforces these rules and would hold each staff accountable if they fail to follow or obey these rules. This code sets out basic principles to guide employees regarding their minimum requirements and is responsible for all our business practices.


Gonzalez-Padron, T. (2015). Business ethics and social responsibility for managers [Electronic version]. Retrieved from   

Watson, A. (2014, January 27). Ethics vs. compliance: Do we really need to talk about both? Retrieved from


Understanding the difference between ethics and compliance is essential. “Compliance is following the law, while ethics is doing what is right regardless of what the law says” (Watson, 2014, para. 2). Acknowledging the differences between ethics and compliance can support the work culture and communications in the organization. At times, to be compliant does not represent “doing the right thing.” For example, there isn’t a law for society to recycle, but there would be cleaner beaches and cleaner water if there were one. The same ideology applies to the similarities between the two. Ethics and compliance are both instruments to achieve and contain order. In addition, both prevent unethical behaviors in the workplace. The company’s culture communicates and executes the backbone of an ethical and compliant workforce.  

        My current organization executes phenomenally with compliance. But an ethics officer would be an excellent fit for our workplace culture. In the past year and a half, my organization bought another company. At the beginning of the transaction, the merger focused on aligning both companies’ cultures. And as time has passed, the employees of the original organization have had to clean up after the new employees’ work ethics. For instance, my organization trains and develops leaders to motivate teams. But for the new company, the managers cannot adapt to our culture. The transition does not help the leaders in my organization become successful in their goals when they are consistently cleaning up after other managers. “Employees desire a workplace that they consider just, fair and right” (Gonzalez-Padron, 2015, p. 100). As a result of the lack of an ethical workplace, many tenure leaders are leaving the company. My organization would benefit from an ethics officer to balance both cultures and integrate every leader to continue being the best company I’ve ever worked for. 


Gonzalez-Padron, T. (2015). Business ethics and social responsibility for managers [Electronic version]. Retrieved from   https://content.uagc.edu/

Watson, A. (2014, January 27). Ethics vs. compliance: Do we really need to talk about both? (Links to an external site.)Links to an  external site. Inside Counsel. Retrieved from http://web3.insidecounsel.com/2014/01/27/ethics-vs-compliance-do-we-really-need-to-talk-abo?&slreturn=1510619206