The first is to raise the heat by asking the tough questions that will challenge organizational culture and uncover internal hidden conflicts. There is a natural human reaction to fight or flight when faced with confrontations. However, without some heat, people will not take the change serious nor have any incentives to deal with the challenges in front of them. The second is to lower the temperature when necessary to reduce a counterproductive level of tension (Heifetz & Linsky, 2002, p. 108). There is only so much pressure people will tolerate before mayhem ensues. Leaders need to find the balance between creating heat by pressing the issues and lower the temperature to avoid disengagement from the …show more content…
However, it can be an arduous journey but the travel can be made more pleasant by a leader that understands the delicate balance between the people and the journey. Controlling the climate of the journey will moderate the heat or dealing with tough issues and the cooling off or disengagement of the people resulting in minimal change occurring. Leaders need to remember to orchestrate the conflict and gently push people to do the work while remaining poised and calm as conflicts arise. Adaptive change does not have a simple or know solution so leaders must be ready to improvise, adapt and overcome issues as they occur or potentially suffer failure along the