The just-in-time strategies are often accompanied by a focus on “action learning” (a perspective that I previously described regarding the Compliant Rainbow orientation). The emphasis in a reddish Tangy Orange orientation is on Action—contrasting with the Compliant Rainbow’s emphasis on Learning. A wonderful example of “just-in-time” Orange leadership is to be found in the introduction of the “third alternative” by Dr. Daniel Durrie (McKenna and Pugno, 2006, pp. 217-218):
“One thing I learned . . . is what I call the “third alternative” theory. [It involved] a discussion between two parties – two physicians, two employees, or perhaps even two groups of people – who were having trouble making a decision because they had opinions which seemed to be at odds. The topic could range from an office expansion, hiring of employees, patient flow alterations. [One] would enter the group discussion as a leader and . . . come up with another alternative that neither one of the parties had considered and get them to entertain discussion on this third alternative. It was fascinating to watch, because as people discussed the third alternative, they always came back and resolved the issue they had been discussing before. Maybe the third alternative was the best way to proceed, and the original arguments were discarded, but most of the time, they would return to their original arguments, but now having broken down some of the barriers, and they were able to make a decision and move ahead, and not be at a road block. . . . I use this method all the time, because I don’t like conflict, and so if I come into a room and an argument is going on, I am quite uncomfortable, so I use this method, and the easiest thing to do is to get them a little bit off their original subject, discuss a new alternative, and let them come back around to the original discussion. It works great.” [Daniel S. Durrie, MD, Ophthalmologist, President, Durrie Vision Center]
We see a magical blending of thought (proposing a new idea) and action (intervening in a dispute) in the third alternative strategy engaged by this physician leader.
For those oriented toward Purposeful Tangy Orange, the major source of joy (and energy) comes from building this effective plan (be it strategic or tactical). The Tangy Orange leader is likely to focus their attention and the attention of others with whom the work on finding the resources to get a job done. Whatever the latest planning fad–it will be cheerfully employed (be it an old-fashion GANTT chart, a much newer OKR template or deployment of Hoshin-Kanri software). During the last couple of decades, a planning “fad” called process re-engineering was often promoted and used by those who were disposed toward Tangy Orange leadership (McKenna and Pugno, 2006, pg. 99):
“Rick O’Neil was a physician leader in a medium sized internal medicine practice near St. Louis. One day he read The Goal – an excellent book by Eliyahu Goldratt having to do with the science of improving efficiency through h process engineering. He began wondering what constraints and bottlenecks were typical in the medical practice of internists and what might be done about them. He recognized that the most expensive resource is the clinician, but they often spend their time during work which lower paid staff could do just as well. So using process re-engineering and informational technology, he completely redesigned his practice.” [J. Peter Geerlofs, MD, Family Physician, Chief Medical Officer, Allscripts Healthcare Solutions, Inc.]
The strength that a Purposeful Tangy Orange Leader provides to an organization is seeing the perils and pitfalls underlying any plan (Golden Yellow), while also encouraging the organization to move forward with this plan (Ruby Red). We often find that those leaders who are oriented toward Tangy Orange are historians of health care. They recognize the opportunities along with the challenges (McKenna and Pugno, 2006, pp. 215-216):
