Innovation implementation: Leading from the middle out

Abstract

The Competing Values Framework, a model for understanding paradoxical tension in an organization, can explain how managers help translate new ideas into actionable improvements to ultimately fit an organization's culture and operations by managing tasks and culture. Middle managers' central roles at the crossroads of defining culture, strategy, process and markets allow them to act as a fulcrum for leaders to pry people and systems toward delivering meaningful change, yet also serve as a lynch pin to hold organizations together amid stress. These managers play alternating roles, first as agents of change and then buffers to temper the same, internalizing competing values stress then forging its resolution. An ambidextrous ability to shift focus then de-focus through skillful communication can yield significant results.