In chemistry, free radicals are molecules, atoms, or ions that have unpaired electrons. These unpaired electrons make them unstable (unsatisfied with their current situation) because an electron is most stable when it is paired with another. Free radicals, therefore, drive rapid changes in nature.
I studied Chemistry in college over 20 years ago, and while the details may have faded over time, the core understanding of free radicals remains clear. They are an essential part of growth and stability in nature. For example, white blood cells create free radicals as part of the body’s self-defense mechanism, using them to attack and destroy foreign invaders like viruses and bacteria.
But free radicals don’t only appear naturally; they can also be created artificially. In chemistry, we can induce the formation of free radicals by adding heat or creating non-ideal conditions. Free radicals play an important role in processes such as water treatment, food preservation, and energy production.
When a Person Is a Free Radical
Now, consider the role of free radicals in building controls and facilities management. Just as in chemistry, free radicals are people who spark rapid change and drive innovation. These individuals are the ones who don’t feel content with the status quo. They feel a sense of dissatisfaction with their current situation, much like a free radical with an unpaired electron. They are the catalysts in an organization, initiating reactions—transformative changes that shift the company in a new direction.
Naturally Occurring Free Radicals:
Some free radical people come into an organization with a natural drive for change. These are the individuals who are inherently disruptive and seek out new ideas and innovations.
Free Radicals Created from Circumstances:
There are others who, while initially stable, content employees, become free radicals because of external forces. These individuals start off as confident, stable contributors to their organizations, but when pressure or difficult situations arise, they become the very catalysts for change. The heat—or metaphorical pressure—has turned them into disruptors, no longer satisfied with how things are and needing a better future. It’s these people, having experienced both stability and pressure, who often make the biggest impact. Their transformation gives them a unique perspective, enabling them to drive changes that are not only reactive but transformative.
I refer to these individuals as “rebels.” These are the free radical employees—the ones who are dissatisfied, unstable, yet they are the ones driving change. They create reactions, causing shifts within the company that lead to innovation, improvement, and progress. Without these “rebels,” many organizations would stagnate, unable to break free from old practices or explore new ways of thinking.
Just like in chemistry, free radicals in building management are essential. They are the ones who, through their need for change, create the conditions necessary for growth and transformation. Whether born from natural curiosity and a desire for change or forged in the crucible of pressure and adversity, these individuals are the ones pushing organizations to evolve.
The Responsibility of Our Industry
Anyone involved with building management has a crucial responsibility to recognize and elevate the voices of our rebels—our free radicals—because they are the driving force behind transformative change. These individuals, dissatisfied with the status quo, possess the vision and courage to challenge conventional thinking and push boundaries. It’s time we invite them to speak up, share their ideas, and lead us toward a better, more innovative future.
Just as free radicals in chemistry ignite reactions, these rebels can ignite the changes needed to move our industry forward. Let’s create an environment where their voices are heard, their challenges are supported, and their ideas are encouraged.
