ABSTRACT
This chapter reviews the most common risks you'll need to analyze when considering acts of intelligent disobedience. People who are financially secure, are ambitious to achieve business success through improved performance, and are willing to take risks to succeed are more likely to take on the risks associated with intelligent disobedience. If a first-line manager's people are confident they can act with intelligent disobedience, similar to the way in which their manager does, performance improvement can be significant. While discussing parameters and constraints for acts of intelligent disobedience enhances the first-line manager's effectiveness, middle managers must embrace additional considerations to increase the power of intelligent disobedience in their organizations. Embracing the concept of intelligent disobedience typically increases the rule-breaking ideas that surface in management discussions, increasing possibilities for broader acts of intelligent disobedience. They are willing to risk some personal hardship in exchange for professional gain resulting from improved results.
