FoM Supplementary Materials for Chapter 11 – Managing Change & Innovation
The Ambidextrous Approach to Organisational Change
Organisational Change
Product:
Technology:
People:
Culture:
a change in the
organization’s product
or service outputs
a change in the
organization’s
production process
a change in how
employees think and
behave
a change in the norms, core values
and attitudes that are shared by
members of the organisation
Achieved via three (3) Innovative Strategies:
1. Exploration
 Creativity
 Inventors
 Experimentation
 Idea Incubators
2. Cooperation
 Horizontal Coordination Mechanisms
 Customers, Partners
 Open Innovation
3. Entrepreneurship
 Idea Champions, Sponsors, Critics
 Skunkworks
 New Venture Teams & Funds
Addresses three (3)
Types of Problems:
1. Mergers and
Acquisitions
2. Organizational
Decline and
Revitalization
3. Conflict Management
Achieved via:
Achieved via Organisation Development Activities:
1. Training & Development
2. Coaching & Counselling
3. Mentoring
1. Team-Building Activities
2. Survey-Feedback Activities
3. Large Group Interventions
Reasons for Resistance to Change:
1. Self-Interest
2. Lack of Understanding & Trust
3. Uncertainty
4. Different Assessments & Goals
Force-Field Analysis:
 Driving Forces – problems or opportunities that provide motivation for change
 Restraining Forces – barriers to change
Prepared by: L. Kanor-Doublier
Page 1 of 1
Created: 28 October 2013
OD Steps:
 Unfreezing
 Changing
 Refreezing
Strategies to Reduce Resistance:
1. Communication & Education
2. Participation
3. Negotiation
4. Coercion
5. Top Management Support