Published by:
Harvard Business Publishing
Version: November 2018
Length: 9 pages
Data source: Published sources
Share a link:
https://casecent.re/p/157104
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
In many stories we hear about workplace courage, the people who fight for positive change end up ostracized or lose their jobs. Most acts of courage don't come from whistle-blowers or organizational martyrs, however. They come from respected insiders at all levels who take action because they believe it's the right thing to do. And when they manage the process well, they don't necessarily pay a high price; indeed, they may see their status rise. People who succeed in their courageous acts, or suffer fewer negative consequences, tend to exhibit certain behaviors: they lay the groundwork for action; they carefully choose their battles; they manage messaging and emotions; and they follow up afterward.
About
Abstract
In many stories we hear about workplace courage, the people who fight for positive change end up ostracized or lose their jobs. Most acts of courage don't come from whistle-blowers or organizational martyrs, however. They come from respected insiders at all levels who take action because they believe it's the right thing to do. And when they manage the process well, they don't necessarily pay a high price; indeed, they may see their status rise. People who succeed in their courageous acts, or suffer fewer negative consequences, tend to exhibit certain behaviors: they lay the groundwork for action; they carefully choose their battles; they manage messaging and emotions; and they follow up afterward.