Griffiths, ChrisPio, EdwinaMcGhee, Peter2024-03-182024-03-182022-07-21Journal of Management and Organization, ISSN: 1833-3672 (Print); 1839-3527 (Online), Cambridge University Press, 29(6), 1157-1178. doi: 10.1017/jmo.2022.591833-36721839-3527http://hdl.handle.net/10292/17338The tempered radical enjoys their work and is committed to their organisation. Yet, something important to them, like their values or identity, makes them feel different from their workplace's dominant culture. This sense of difference, and their tempered approach to radical change, allow them to work unnoticed in organisations as invisible champions of inclusion. This study examines how tempered radicals use their abilities as change agents to foster inclusion. It takes advantage of manufacturing industries' highly collaborative, richly diverse and rapidly changing employment environment. Drawing participants from all organisational levels demonstrates the broad influence of the tempered radical. Twenty-four qualitative interviews were conducted using a narrative inquiry methodology and interpreted through thematic analysis. This study builds on current theory and makes a valuable contribution by proposing a framework to illustrate the key characteristics of the tempered radical incorporating inclusion in the workplace.Copyright © The Author(s), 2022. Published by Cambridge University Press in association with Australian and New Zealand Academy of Management. This is an Open Access article, distributed under the terms of the Creative Commons Attribution licence (https://creativecommons.org/licenses/by/4.0/), which permits unrestricted re-use, distribution, and reproduction in any medium, provided the original work is properly cited.https://creativecommons.org/licenses/by/4.0/DiversityInclusionManufacturingOrganisationTempered Radical35 Commerce, Management, Tourism and Services3507 Strategy, Management and Organisational Behaviour1303 Specialist Studies in Education1503 Business and Management1505 Marketing3505 Human resources and industrial relations3507 Strategy, management and organisational behaviourJournal ArticleOpenAccess10.1017/jmo.2022.59