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Author(s):
David Kantor, Steven Ober
Year Published:
Editor(s):
Peter Senge, Art Kleiner, Charlotte Roberts, George Roth, Rick Ross, Bryan Smith

Cataloging Information

Topic(s):
Human Dimensions of Fire Management
Organizational Learning & Innovation
Organizational Culture & Identity

NRFSN number: 15829
Record updated:

In this chapter, Kantor and Ober introduce a model for dealing with conflicts that arise when employees are resistant to organizational change. Change situations are high stakes situations that cause greater fear and anxiety than low stakes situations such as everyday conflict. The authors argue that, during high stakes situations, an employee will revert to a “heroic mode,” or their habitual way of dealing with emotionally charged issues. There are three heroic modes: the survivor, the fixer, and the protector. Kantor and Ober explain each mode, and tell how each mode has a corresponding light and dark aspect. When employees experience the light side of their heroic mode, they are able to persevere and excel. However, the dark side of employees’ heroic modes can make them feel powerless. Learning 34 USDA Forest Service RMRS-GTR-201. 2007 about the heroic modes of organizational members can promote greater understanding and smoother organizational transitions.

Citation

Kantor, David, Ober, Steven. 1999. Heroic modes: the hidden dynamics of high-stakes situations. In: Senge PM, Kleiner A, Roberts C, Roth G, Ross R, Smith B., eds., The dance of change: the challenges to sustaining momentum in learning organizations. New York: currency-Doubleday, p. 262-269.

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