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Rigid, old corporate styles, like the inflexible steel and stone headquarters that symbolized them, are fast becoming quaint vestiges of things past. Many of today''s managers are beginning to understand that encouraging some behaviors at the edge of accepted organizational propriety can actually help their companies achieve success in this new competitive environment. And hot groups are helping organizations do just that. Based on years of observing and participating in hot groups, the authors describe the conditions under which such groups flourish, the behaviors they exhibit, the type of leadership they require, and the benefits they bring. For those executives who believe that more hot groups might help stir the hearts and minds of their people, there remains the question of how to make them happen. The authors offer suggestions that managers can follow to create an environment fertile enough to allow hot groups to grow.