Tempered Radicals Fostering Inclusion in New Zealand’s Manufacturing Industries

Abstract

Global workforce mobility and technological change have created increasingly diverse workplaces where inclusion must extend beyond visible demographics to embrace differences in values, identity, and life experience. Organisations seeking to unlock the benefits of diversity while managing tensions must create inclusive climates where all individuals feel belonging and are valued for who they are. Tempered radicals are individuals committed to organisational success while holding values that at times diverge from dominant norms. They offer potential as champions of inclusion, as their experience of difference may heighten awareness of exclusion and provide insight into fostering belonging for others. A concept introduced by Meyerson and Scully (1995), tempered radicals pursue subtle, patient strategies that respect organisational objectives while remaining true to their values. Their tempered nature makes them less visible, yet they act as catalysts for meaningful change through incremental, context-sensitive approaches. Although tempered radicals have been recognised as change agents, research has yet to investigate their ability to foster inclusion in the workplace. Furthermore, little is known about how their approaches vary across organisational levels, particularly within manufacturing contexts. This study addresses both gaps through two progressive research questions: (1) How might tempered radicals foster inclusion in the workplace? and (2) How do their approaches differ across frontline, supervisory, and managerial levels within manufacturing organisations? The research employed a two-phase qualitative design grounded in an interpretive paradigm and social constructionist epistemology. Narrative inquiry enabled collaborative exploration of participants’ lived experiences. Data were drawn from participants across frontline, supervisory, and managerial roles in New Zealand manufacturing organisations. Phase 1 used purposive sampling and thematic analysis to identify tempered radical attributes and strategies. Phase 2 then introduced Leximancer computer-assisted analysis to compare inclusion strategies across hierarchical positions. Phase 1, guided by Meyerson’s (2008) framework, confirmed four defining attributes: (1) difference from dominant culture, (2) desire to succeed and fit in, (3) staying true to values and identity, and (4) implementing change, and a spectrum of strategies from quiet resistance to alliance building. Phase 2 then revealed hierarchical variation: frontline actors emphasised relational inclusion and micro-acts of cultural disruption; supervisors focused on operational adaptation and team cohesion; and managers integrated inclusion into strategic processes while maintaining organisational legitimacy. Theoretically, this research advances tempered radicalism from an agency-oriented change approach to a multilevel systems perspective by introducing both a model and a framework. First, the Tempered Radical Inclusion Model explains how attributes translate into action through three mechanisms: (1) drawing on outside experiences to bring authentic selves to workplace challenges; (2) pursuing meaningful change benefiting both organisation and society; (3) and leveraging ambivalence between organisational objectives and personal values. Second, the Multilevel Tempered Radical Approach Framework reveals how frontline workers build relationships and capability, supervisors bridge divides, and managers establish strategic conditions for cross-level coordination. Practically, this study offers guidance for organisations to recognise tempered radicals as key enablers of inclusion, foster environments that encourage dialogue, and embed practices that support level-appropriate strategies. This study explains how tempered radicals operate as invisible change agents across manufacturing hierarchies. By demonstrating that inclusion work varies meaningfully across levels while drawing on common foundational attributes, the research underscores the critical role of tempered radicals in shaping workplaces where belonging and authenticity can coexist.