he definitive roles are clearly described by the source, and it is pretty clear that I would label myself as a thermostat. By design, thermostats control the temperature and often fall within a category or range of temperatures, rather than reacting when it reaches a specific temperature and will either get hotter or cooler, depending on the setting. The proactive entrepreneur can see the concept blossom from an idea and will it into existence through a vision or mission statement. Thermostats exert control and provide autonomy on the scenario $($Lavinsky$,2024),$ time to develop the idea through all the failures, and the persistence to see through the idea and continue to develop until it conforms to the concept in the mind. Action meets ideas and then a chain reaction or domino effect spirals into a well$-$developed business plan $($Lavinsky$,2024)$ and that persistence never ends. It is a constant state of transformation, constantly evolving, and developing which takes time, energy, and commitment.

No plans survive implementation upon first contact $($Weir$,2011)$ was never truer than in this instance. In the context of organizational culture, this stems from the level of control versus monitoring the control and reacting. The greatest impact is the culture of the organization and it is the thermostat that sets the tone, the primary motivators, and the ones who drive the team to perform in optimal condition, yet conversely, they are also the team$$s counselor and must pay attention to the conditions. These conditions are the external factors that determine the success or failure of the climate and how to navigate the ebbs and flows is the individual who embodies the thermostat. Change and motivation can be a powerful proponent of organizational culture.