Managers Explore and Exploit

Organizational Ambidexterity in Action: How Managers Explore and Exploit Author(s): Charles A. O'Reilly III and Michael L. Tushman Reviewed work(s): Source: California Management Review, Vol. 53, No. 4 (Summer 2011), pp. 5-22 Published by: University of California Press Stable URL: http://www. jstor. org/stable/10. 1525/cmr. 2011. 53. 4. 5 . Accessed: 27/11/2011 04:22 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www. jstor. org/page/info/about/policies/terms. sp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email  protected] org. University of California Press is collaborating with JSTOR to digitize, preserve and extend access to California Manag ement Review. http://www. jstor. org Organizational Ambidexterity in Action: How Managers explore and exploit Charles A. O’Reilly III Michael L. Tushman he life span of the average American is 79. Japanese can expect to live to age 83, Liberians to only 46. The average age of a large company is much less than any of these. Research has shown that only a tiny fraction of firms founded in the U. S. are likely to make it to age 40, probably less than 0. 1 percent. 1 In this study, for firms founded in 1976, only 10% survived 10 years later, leading the authors to conclude that â€Å"Despite their size, their vast financial and human resources, average large firms do not ‘live’ as long as ordinary Americans. 2 While this is partly understandable because of the high mortality rates among newly founded companies, other research has estimated that even large, well-established companies can only expect to live, on average, between another 6 to 15 years. 3 Ormerod, in a study of firm failure, noted that â€Å"Over 10 percent of all companies in the U. S. , the largest and most-successful e conomy in the history of the world, fail every single year. 4 In a study of the world’s largest companies between 1912 and 1995, Hannah reported that only 20 firms remained on her list for the entire period— and many of those were in industries like natural resources without disruptive change. In her study, the modal large firm failed. 5 Why this should be is a puzzle, since when firms are doing well they have all the resources (financial, physical, and intellectual) to continue to be successful. Yet the evidence is that most organizations do not survive for long periods of time. In addressing this conundrum, James March notes that central to the ability of a firm to survive over time is its ability to exploit existing assets and positions in a profit-producing way and simultaneously to explore new technologies and markets—to configure and reconfigure organizational resources to capture existing as well as new opportunities. In March’s terms, this is the fundamental tension at the heart of an enterprise’s long-run survival. â€Å"The basic problem confronting an organization is to engage in sufficient exploitation to ensure its T CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 5 Organizational Ambidexterity in Action: How Managers Explore and Exploit current viability and, at the same time, devote enough energy to exploration to ensure its future viability. †6 March also notes that this requires not the blind variation-selection-retention process of biological evolution but what he refers to as â€Å"evolutionary engineering† in which organizational experience and memory are used to strengthen exploitation and exploration rocesses and adapt to changed environmental conditions. 7 Hannah, struggling to explain the survival of a comparatively small number of the world’s largest companies, suggests that a plausible explanation for the survivors is that â€Å"they had some distinctive architecture which enabled them—but not others—to constantly replicate their early success [and that] such corporate architectures must be complex and difficult to ident ify, describe and copy, for, if that were not the case, their value would be competed down by emulators. 8 In the past decade, a growing body of research has examined how organizations can both explore and exploit. 9 One promising stream of research has focused on how dynamic capabilities may underpin the ability of firms to sense, seize, and reconfigure organizational assets to adapt to changed environmental conditions. 10 With dynamic capabilities, sustained competitive advantage comes from the firm’s ability to leverage and reconfigure its existing competencies and assets in ways that are valuable to the customer but difficult for competitors to imitate. In this view, dynamic capabilities are embedded in organizational processes or routines around coordination, learning, and transformation and allow a firm to sense opportunities and then to seize them by successfully allocating resources, often by adjusting existing competencies or developing new ones. These capabilities underpin the organization’s ability to maintain ecological fitness and, when necessary, to reconfigure existing assets and develop the new skills needed to address emerging threats and opportunities The Roots of Organizational Ambidexterity O’Reilly and Tushman argue that the ability of a firm to be ambidextrous is at the core of dynamic capabilities. Ambidexterity requires senior managers to accomplish two critical tasks. 11 First, they must be able to accurately sense changes in their competitive environment, including potential shifts in technology, compeCharles A. O’Reilly III is the Frank Buck Professor of Management at the Graduate tition, customers, and regulation. Second, they School of Business at Stanford University. must be able to act on these opportunities and threats; to be able to seize them by reconfigurMichael L. Tushman is the Paul Lawrence ing both tangible and intangible assets to meet MBA Class of 1942 Professor of Business new challenges. 12 As a dynamic capability, ambiAdministration at the Harvard Business School. dexterity embodies a complex set of routines including decentralization, differentiation, targeted integration, and the ability of senior leadership to orchestrate the complex trade-offs that the simultaneous pursuit of exploration and exploitation requires. Developing these dynamic capabilities is a central task of executive leadership. 6 NIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit Although theoretically compelling, research on dynamic capabilities and ambidexterity is still at an early stage. Conceptually, the need for organizations to both explore and exploit is convincing, but how do managers and firms actually do this? At an operating level, how do the challenges of ambidexterity present themselves—and what differentiates the more successful attempts at ambidexterity from the less successful? To develop a more granular sense for the managerial challenges presented by ambidexterity, consider the following three examples. Mike Lawrie at Misys In 2007, Mike Lawrie was appointed CEO of Misys, a $1B FTSE 100 global supplier of software and services to banking and health care customers. Although Misys had been a star performer earlier in its history, by 2006 the firm was in trouble with margins and growth rates far below their competitors. It had grown through acquisitions and was a loose federation of 34 separate business units with 6,000 employees spread across 79 countries. Part of Lawrie’s turnaround strategy was straightforward: to install common practices across the business units to reduce costs and drive productivity. As a 27-year veteran of IBM and former CEO of Siebel Systems, Lawrie knew how to do this. More problematic was the potential disruptive challenge posed by open source software, which threatened the proprietary products from which Misys derived most of its current revenue. However, given the poor financial position of the company, Lawrie’s senior team was focused on cutting costs and getting through the immediate crisis. With their legacy business and their powerful business unit managers under cost, quality, and growth pressures, open source experiments were seen as a needless distraction and a $300M cost. They questioned whether the company should divert scarce resources to fund an uncertain new initiative that, if successful, could undermine their current business model? In addition, if they were to do this, how should the new venture be organized and led? Ganesh Natarajan at Zensar Technologies Zensar Technologies is one of India’s top 25 business process outsourcing companies proving services to 300 of the Fortune 500 firms. In 2005, its business was growing but Ganesh Natarajan, the CEO, saw the opportunity to implement a potentially radical software process innovation (Solution Blue Prints or SBP). SBP was a revolutionary way to do software development that, if implemented, would require a more collaborative relationship with clients, a different product development framework, and a different sales process. Zensar’s existing customers, its top team, its sales force and its product development staff were not enthusiastic about SBP. Like Mike Lawrie’s team at Misys, Natarajan’s senior team and business unit leaders were preoccupied with their current business and saw little need to explore an approach that would require them to alter their current business model. When pressed by Natarajan to explore the new approach to software development, several senior managers CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 7 Organizational Ambidexterity in Action: How Managers Explore and Exploit suggested that SBP simply be integrated into their existing units. Others wanted SBP to be spun out as a new venture. In contrast, the leader of the SBP project wanted to have his own business unit reporting directly to the CEO. As Natarajan reflected on the challenge, he was sure that the company should pursue SBP but was unsure how to structure the new initiative to best ensure its success. Caroline White at Defense Corp Defense Corp (pseudonym) is a major U. S. defense contractor with long-term relationships with customers in the military. Caroline White, a vice president and general manager of a division, saw an attractive opportunity for growth in the new Homeland Security market but was frustrated in her efforts to develop this area. Her mission, approved by the President, was to create a franchise in this business equivalent to those it enjoyed in other defense markets. In spite of this high-level approval, Caroline found funding difficult, with the business development funds budgeted by supporting units never available in the amounts promised. Instead, these seem to be siphoned off to support more near-term opportunities with existing clients. When Caroline pressed her colleagues in other business units about this, she heard complaints about her new initiative. They saw her mission as less tangible and immediate than theirs, with a smaller payoff to investment, and labeled her effort as a â€Å"think tank† as opposed to a real business. They also complained that her project lacked clarity around deliverables and metrics. Making matters more difficult, line of business leaders were under significant pressure to deliver revenues and questioned the viability of Caroline’s efforts. In the face of these obstacles, Caroline was resolved to ask the CEO to intercede. The question, however, was what she wanted him to do to ensure the viability of her exploratory effort? Given the resistance, she knew that it would require more than just funding to ensure the success of the new initiative. Mike Lawrie, Ganesh Natarajan and Caroline White each face the classic explore-exploit dilemma. What specifically can they do? At a high level of abstraction, ambidexterity requires a willingness of senior managers to commit resources to exploratory projects and the establishment of separate structural units for exploitation and exploration. Most research on ambidexterity begins with the acceptance of these general characteristics. 3 However, while there is general agreement about the elements of ambidexterity, O’Reilly and Tushman have noted that what is missing is a clear articulation of those specific management actions that facilitate the simultaneous pursuit of exploitation and exploration. What has been missing from the research on ambidexterity is insight into the core leadership mechanisms that underlie how dynamic capabilities operate in practice. T hus, while directionally correct, the research is not granular enough to be of much use to an operating manager facing the problems described above. To be practically useful, what is needed is greater insight into the specific micromechanisms required for a manager to implement and operate an ambidextrous strategy. This article reports the results of interviews and qualitative case studies 8 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit of leaders in 15 organizations that were confronted with the need to simultaneously explore and exploit. We use these data to induce how managers actually dealt with the challenges of ambidexterity. In doing this, we also explored those activities that discriminated between those more- versus less-successful attempts at implementing ambidextrous designs. Leading the Ambidextrous Organization In an attempt to characterize the specific elements of ambidexterity, we offer five propositions that are necessary for leaders to be successful at managing ambidexterity. 14 These are specific mechanisms that enable firms to successfully manage separate â€Å"explore-and-exploit† subunits and to leverage common assets in ways that permit the firm to adapt to new opportunities and threats. It is the presence of these characteristics that permits leaders to reconfigure existing competencies and assets to explore new opportunities even as the organization continues to compete in mature markets. Absent these elements, inertial forces keep the firm focused on the exploitative part of the business. 15 Thus, we propose that ambidexterity is more likely to be successful in the presence of the following five conditions: b A compelling strategic intent that intellectually justifies the importance of both exploration and exploitation. An articulation of a common vision and values that provide for a common identity across the exploitative and exploratory units. b A senior team that explicitly owns the unit’s strategy of exploration and exploitation; there is a common-fate reward system; and the strategy is communicated relentlessly. b Separate but aligned organizational architectures (business models, structure, incentives, metrics, and cultures) for the exploratory and ex ploitative units and targeted integration at both senior and tactical levels to properly leverage organizational assets. The ability of the senior leadership to tolerate and resolve the tensions arising from separate alignments. To appreciate the logic of these, consider the effects on ambidexterity if these elements were not present. First, without an intellectually compelling strategic intent to justify the ambidextrous form, there will be no rationale for why profitable exploit units, especially those under pressure, should give up resources to fund small, uncertain explore efforts. As previous research has shown, managers routinely discount future threats and focus on short-term gains at the expense of less certain long-term returns. 6 Second, absent a common vision and values, there will be no common identity to promote trust, cooperation, and a long-term perspective. 17 Third, if the senior team lacks a consensus about the importance of ambidexterity, those who are uncommitted will be encouraged to resist the effort, diminishing cooperation, increasing competition for resources, and slowing down execution. 18 The absence CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 9 Organizational Ambidexterity in Action: How Managers Explore and Exploit f a common-fate reward system and a lack of relentless communication of the ambidextrous strategy can further undermine cooperation and encourage unproductive conflict. 19 Fourth, without separate alignments for explore and exploit units and targeted integration to leverage common assets, there will be inefficient use of resources and poor coordination across the units. 20 Finally, if the leadership is unable to manage the conflicts and trade-offs required by ambidexterity, the necessary decision processes will be compromised and end up in confusion and conflict. 1 Method and Results To assess whether these five propositions are veridical descriptions of ambidexterity in practice, we conduc ted semi-structured interviews with senior managers at fifteen firms that were attempting to manage both exploratory and exploitative units. Eight of the 15 cases were either successes or qualified successes as reflected in increased growth or profits, three were clear failures, and four firms were underperforming before learning how to be ambidextrous and deemed successful afterwards. Table 1 lists these companies and the challenge each faced. Senior managers and key informants in each firm were interviewed and asked to describe in detail how they attempted to simultaneously explore and exploit. 22 They were probed about the nature of their leadership challenges, what actions they had taken, an assessment of their progress to date, and to identify those elements that they believed were helping or hindering them in accomplishing their task of exploration and exploitation. The focus in these interviews was on understanding in some detail what actions had been taken and how these had been implemented. The goal of these interviews was to specify in a granular way what leadership actions were associated with the organization’s ability to reconfigure existing assets and develop the new capabilities needed for exploration. 23 Table 2 provides a summary of the comparative results across the fifteen organizations studied. These results suggest that there are themes associated with the leadership of more- versus less-successful ambidextrous designs. The first proposition offered by O’Reilly and Tushman suggests that ambidexterity is facilitated when there is a compelling strategic intent that intellectually justifies the explore and exploit strategy. In each of the 15 cases investigated here, there was a clear strategic intent on the part of the organization to pursue an exploratory venture (this obviously reflects our sample selection where cases were chosen based on their attempt to be ambidextrous). While each of the 15 firms articulated a strategic intent, only ten were able to actually execute such an aspiration. The articulation of a clear strategic intent clearly does not discriminate between more- versus less-successful attempts to implement ambidextrous designs. Other research has documented the transformation of firms occurring without an explicit ambidexterity strategy. 24 These results suggest that while 10 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 1. sample description (continued on next page) IBM Life Sciences (Success) In 2000, IbM began a programmatic effort, (termed the Emerging business Organization or EbO), to identify and develop cross-IbM business that could provide $1b in revenue within a 5-year time frame. In April of that year, Carol kovac, an IbM R manager, was asked to establish a new Life science business that would capitalize on the increased demand for computing being generated by the genomic revolution. between its founding and 2006, Carol grew the business to $5b in revenue. IBM Middleware (Success) In 1998, IbM’s software division was in turmoil. There were conflicting pressures to continue to develop and service software for their existing installed base that relied heavily on mainframe computers and to develop radically new products based on the emerging World Wide Web. Resolving this required that their senior managers exploit existing programming languages and customers and to explore new languages and markets. They accomplished this by systematically establishing different units and carefully integrating them at senior levels. Cisco TelePresence (Success) Cisco systems is a $22b company that sells plumbing for the internet. It has grown at 12-17% annually and currently has a dominant market share in its main businesses. As a part of his effort to continue Cisco systems growth, John Chambers, the CEO, has launched an ambitious initiative to identify 30 new potential $1b businesses. His aim is to generate 25% of the firm’s revenues from these new ventures within 5-10 years. In October 2006, one of these efforts (TelePresence) was launched as an internal venture to develop high-end video conferencing. since then the business has grown from two internal entrepreneurs and a sheet of paper to more than 100 people and $200M in revenue. Misys Corporation (Success) Misys is a $1b software firm selling service and systems to health care and banking clients. As a part of a turnaround effort commenced in 2007, the new CEO initiated a cost-cutting effort in the mature business and proposed a new open source approach to replace the existing proprietary platform. To ensure the success of this disruptive approach, he set up a new exploratory unit and replaced several members of his senior team who were resisting the new approach. by 2010, the new open source platform had opened up new markets and attracted a significant number of new customers. DaVita Rx (Success) daVita is a $6b business that derives the bulk of its revenues from operating kidney dialysis centers. In 2004, kent Thiry, the CEO, formed a team to identify new business opportunities that would match daVita’s clinical skills with economic opportunities. One opportunity identified was to provide prescription drugs to chronic kidney patients. begun in 2004, daVita Rx was an internal start-up with a different business model, metrics, and margins than the larger daVita. by 2010, this new business was generating $220M in revenue with 400 employees. Defense Corp (Success) defense Corp is a $6b provider of hardware and systems to the u. s. military establishment. In 2005, in an attempt to broaden their customer base the company initiated an effort to sell technology to the newly established Homeland security Agency. Although the initiative was approved by the CEO, development funding and cooperation from main lines of business were slow in coming until a separate unit was established with a clear charter, appropriate metrics, and an aligned senior team. The new unit recently won a $13M contract. Ciba Vision (Success) In the early 1990s, Ciba Vision, a maker of soft contact lenses and lens solutions, was losing ground to their larger competitors, J and bausch and Lomb. In a bold move, Glenn bradley, the President, halted all incremental innovation and placed six bets on revolutionary new products such as extended wear lenses and daily disposables. These new units were encouraged to establish their own alignments (people, structure, culture) as they pursued their breakthrough innovation. With the success of several of these, revenues tripled over the next decade. Zensar Technologies (Success) In 2002, Zensar Technologies, a mid-sized Indian IT services firm was losing market share and key talent. There was substantial tension between a potentially promising new technology platform and the existing geographical business units. A new CEO shifted Zensar to a product-focused firm but kept the new technology venture as a business unit reporting to his office. In 2008, after the entrepreneurial unit’s technology and business model was validated this unit and its innovative business model was integrated into the product units. Over the five-year period, Zensar was able to build its core business even as it brought to the market a fundamentally new technology. CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 11 Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 1. sample description (continued from previous page) SAP Business-by-Design (Failure) In 2006, the CEO of sAP declared that future revenue growth for the company was in the small and Medium business market and selling software on demand. This software-as-a-service product (business-by-design or byd) was developed but no separate unit was established. Although this market has grown substantially, sAP has failed to successfully market their offering. In 2010, the CEO, Leo Apotheker, was fired for failing to implement business-by-design. HP Scanner (Declining to Success) beginning in 1991, HP’s scanner division had begun to develop a portable scanner to complement their flatbed product. For five years they had failed to commercialize any of their inventions. In 1996, a new division GM separated out the handheld business into an ambidextrous unit that was physically separated from the flatbed business and had its own people, systems, incentives, and culture. Two years later, this business was successful enough to be spun-out as its own division. Printing Company (Failure) In 2007, faced with increased competition and declining customer satisfaction and usage of their core legal research products, the senior managers of the business decided to reinvent their business as a web-based publisher based on a new open source architecture. In spite of a clear vision of the future, heavy investment in the new technology, and a promise to â€Å"rescue the company†, the new product has failed to reignite growth. The new unit has faced continual resistance from the more mature part of the business. Turner Technologies (Declining to Success) The Advanced IC division of Turner had issues of growth in new products as well as quality in its existing product line. While the division’s strategic intent was clear, it could not get traction on either performance issue until it split out the innovative strategic agenda from its existing product line. Energized by two new managers reporting the divisional GM and a rearticulated identity for the division, Turner was able to both effectively explore and exploit. Software Company (Failure) under pressure from corporate executives, the general manager of software Company articulated a strategic intent to both build on its struggling extant product line and initiate a remarkable set of new software solutions. This general manager built a separate unit, reporting directly to him, to focus on innovation. Over a three-year period, he did not, however, staff or fund this innovative unit. The unit underperformed in its existing as well as its innovative product line. IBM Network Technologies (Declining to Success) A highly entrepreneurial general manager articulated a strategic intent to exploit her existing chip line even as she promised to explore into fundamentally new chips. yet her zeal for exploration led her to build a business unit only focused on exploration. Her extant product line suffered. under pressure from corporate staff and client dissatisfaction, the general manager rebuilt her senior team and her business unit to focus attention on both her current product as well as her new product lines. USA Today (Declining to Success) In the late 1990s, usA Today, like most u. s. ewspapers, began to see a decline in both circulation and advertising revenues as web-based news began to supplant print. In response to this trend, Tom Curley, the paper’s publisher, adopted a â€Å"network strategy† which emphasized the delivery of news content across three platforms, print, the web, and TV. between 1999 and 2002, he was successful at managing this transition and simultaneously d elivering news content across the three platforms-with the result that earnings increased by 50 percent. 12 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 2. Interview Results (continued on next page) strategic intent that intellectually justifies ambidextrous form Vision and values that promote a common identity but separate cultures senior team that explicitly owns the ambidextrous strategy (common-fate rewards, communication) Ambidextrous Leadership (conflict resolution, resource allocation) separate units with aligned architectures and targeted integration (senior level and tactical) Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 5 Success: IbM Life sciences yes yes yes 100% of bonus for senior executives yes yes yes 70% of bonus yes EbO structure yes success— $5b in revenue in 6 years Cisco TelePresence yes Council/board structure yes Geographically separate yes daVita Rx yes yes yes but some initial disputes over autonomy yes but some conflict over metrics and rewards yes senior leader integrates Ciba Vision yes yes â€Å"Healthy eyes for life† yes yes Geographically separate Explore report to senior team IbM Middleware yes yes â€Å"beat bEA† yes senior leaders agree on a new structure yes yes Geographically separate units yes distinct unit for new platform es senior leaders integration yes Tension held at top Zensar Technologies yes yes â€Å"Among the top Indian IT services Firms† Misys yes yes drive productivity and innovate yes Replaced old team with new one yes Open source reports to CEO yes CEO drove the new effort CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy . Edu Overall Performance success— $200M in revenue in 4 years success— $220M in revenue in 6 years success— tripled sales in 10 years success— old and new products combined both profit and growth doubled from 20052010 success— developed new platform with new customers 13 Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 2. Interview Results (continued from previous page, continued on next page) strategic intent that intellectually justifies ambidextrous form Vision and values that promote a common identity but separate cultures senior team that explicitly owns the ambidextrous strategy (common-fate rewards, communication) Ambidextrous Leadership (conflict resolution, resource allocation) separate units with aligned architectures and targeted integration (senior level and tactical) Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 5 defense Corp yes No but did set new explore culture yes After initial resistance yes unit reports to President yes used consultant to mediate conflict Failure: sAP businessby-design yes No No disputes over revenue recognition yes but the strategy does not fit well with current one yes yes â€Å"save the company† No short-term revenue still dominates No clear ambidextrous unit or leader No Continued conflicts over who owns the customer No Ambidextrous unit not represented Failure— lack of penetration in targeted markets Failure—no new growth Printing Company No Explore unit not protected software Co No No yes No Transition to Success: usA Today yes yes â€Å"Network, not a newspaper† H-P scanner yes No No then yes senior team bonus based on overall performance No to yes yes separate units with targeted integration No then yes Physically separate units No to yes Resource allocation to web-based business No to yes senior leader integrates stalled to success— increased earnings 50% in 3 years stalled to success— then innovation unit spun out 14 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. suMMER 2011 CMR. bERkELEy. Edu Overall Performance success— Won $13M in new contracts Poor Innovation Performance Organizational Ambidexterity in Action: How Managers Explore and Exploit TABLe 2. Interview Results (continued from previous page) strategic intent that intellectually justifies ambidextrous form Vision and values that promote a common identity but separate cultures senior team that explicitly own s the ambidextrous strategy (common-fate rewards, communication) Ambidextrous Leadership (conflict resolution, resource allocation) eparate units with aligned architectures and targeted integration (senior level and tactical) Proposition 1 Proposition 2 Proposition 3 Proposition 4 Proposition 5 Turner Technologies yes yes No to yes No to yes No to yes IbM Network Technologies yes No to yes yes No to yes No to yes possibly helpful, a clear strategic intent may not be a necessary condition for executing ambidextrous designs. The second proposition suggested the importance of a common vision and values as necessary to promote a common identity across explore and exploit units. Here the evidence is largely consistent with proposition two. Six of the eight consistently high-performing firms had a clear over-arching vision and common values. In contrast, two of the three poor performing firms did not have such clarity. Printing Company (pseudonym) had a senior team that both articulated a clear strategic intent as well as an overarching vision and identity. This senior team could not, however, execute against this clear strategy and overarching identity. Moreover, three of the four firms that learned how to be ambidextrous had or developed a well-defined vision. For example, at USA Today there was an explicit strategy to â€Å"be a network, not a newspaper. † The over-arching aspiration was to be â€Å"the local paper for the global village. † This strategy and vision, and a common set of values around fairness, accuracy, and trust, helped knit together a highly differentiated organization. Of the twelve firms able to execute ambidextrous designs, only HP Scanner and Misys were able to implement the ambidextrous design without an overarching identity. Thus, while not definitive, the evidence suggests that a common vision is an important discriminator of more- versus less-successful ambidextrous designs, but not necessarily a sufficient one. The third proposition argued for the importance of a consensus in the senior team about the ambidextrous strategy and a common-fate reward system within the team to promote this. Our data supports this proposition. In each of the three instances of failure, there was a lack of consensus within the senior team about the relative importance of ambidexterity and there was no CALIFORNIA MANAGEMENT REVIEW VOL. 3, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Overall Performance declining to improving declining to Improving 15 Organizational Ambidexterity in Action: How Managers Explore and Exploit common-fate reward system for the senior team. Interviews suggested that the existing reward systems that were based on sub-unit or functional performance were a major cause of the inability of the organization to leverage common assets. In the case of SAP, these disputes played out in the unwillingness of the sales force to promote lower-margin new products and disputes among senior managers about revenue recognition. In the printing company case, short-term financial pressures and the lack of any common-fate reward for the senior team resulted in a focus on achieving short-term revenue targets through the older but higher-margin products. Similarly, at Defense Corp, White’s Homeland Security initiative was initially opposed by other members of the senior team because of its inability to generate short-term revenue. The uncertainty of a long sales-cycle associated with a new government customer was overwhelmed by the short-term metrics of revenue and gross margin. The senior team’s systems for evaluating performance lacked the capacity to evaluate a business at a more immature phase of development. In contrast, in the most-successful ambidextrous efforts, the senior team was heavily incented to promote both explore and exploit businesses. In the Cisco TelePresence case, members of the governance team (Boards and Councils) had a significant portion of their bonus contingent on the success of both units. In the successful DaVita Rx case, there were initial disputes within the senior team about metrics and margins that were only resolved after a common-fate reward system was installed. At Misys, senior team resistance was overcome only after Lawrie replaced the opposing managers. Importantly, in three of the four cases where the firms learned how to be ambidextrous, there was a shift from a lack of consensus ownership about the importance of the exploratory effort to a fully committed senior team. This shift in top team ownership of the ambidextrous strategy involved the creation of common-fate incentive systems, a shift in leadership behaviors of the senior manager, and, in several cases, turnover within the senior team. The fourth condition proposed as necessary for successful ambidexterity was the presence of separate aligned architectures for the explore and exploit units coupled with targeted integration to ensure that common resources were leveraged across units. In all three instances of failure, these distinct alignments were conspicuously missing. In the case of SAP, responsibility for the exploratory venture (software-as-a-service) was split between two functional heads with the result that effective coordination never occurred and decisions were made slowly. At Software Company (pseudonym), a separate exploratory unit was established on paper but never staffed. In each of these ambidextrous failures, the locus of integration between the needs of the exploratory and exploitative activities was either too low in the firm or was ambiguous. In contrast, in each successful case there were always separate explore and exploit units with senior-level integration to ensure that resources were allocated. At IBM this was done either through their EBO process (e. g. in Life Sciences)25 or, in the Middleware case, through the establishment of distinct units focused on different time horizons; that is, mature, growth, and emerging 16 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit products. At Cisco this was done through a Boards and Councils process where there was a clear allocation of responsibilities, resources, and structures. In all successf ul cases, the exploratory units were initially physically separated from the exploit parts of the business. Similarly, for three of the four firms that learned how to be ambidextrous, there was a switch in organization design from an integrated approach (e. g. , project teams) to the establishment of separate units for explore and explore businesses. The final core mechanism proposed as important for successful ambidexterity was the ability of the ambidextrous leader to resolve the inevitable conflicts and resource allocation decisions that this organization design entails. This too is an important discriminator between more- versus less-successful ambidextrous designs. In each failure case this capability was lacking. At SAP there were continual disputes about resources and responsibilities across the participating functions without a clear mechanism or clear leadership for resolution. In the printing firm, although there was a separate explore unit with a responsible manager, he reported to an exploit manager who was held responsible for margins and short-term revenues. The exploratory unit manager was not represented on the senior team with the result that his voice was not heard when critical resource decisions were made. In contrast, in each successful case, there was a clear, identifiable leader and forum to resolve conflicts and make definitive resource allocation decisions. For example, at Zensar, even though there were substantial conflicts between the existing business units and the new integrative software platform, the CEO saw to it that his team actually dealt with these conflicts and made the appropriate resource allocation shifts between the existing units. At Misys, Mike Lawrie ensured that resources needed for the new open source effort were allocated in a timely manner. Similarly, in each of the four units that learned how to be ambidextrous, the general manager changed the senior team composition and processes to resolve conflicts associated with exploration and exploitation. For instance, at USA Today, only after Curley replaced several members of his team was his firm able to excel at both print and web-based content delivery. Similarly, only after the division general manager changed her leadership style at IBM’s Network Technology Division was her team able to balance resource allocation and decision making between her explore and exploit business lines. The Management of Ambidexterity One of the key features of ambidexterity is the ability of the organization to reallocate assets and capabilities to address new threats and opportunities. Practically speaking, this means that leaders within the organization are able to make the difficult choices required to reconfigure assets to promote exploratory ventures. The results from these fifteen case studies suggest that there are identifiable core mechanisms that discriminate between more- versus less-successful ambidextrous designs in action. The most-successful ambidextrous designs had leaders who developed a clear vision and common identity (Proposition 2), CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 17 Organizational Ambidexterity in Action: How Managers Explore and Exploit built senior teams that were committed to the ambidextrous strategy and were incented to both explore and exploit (Proposition 3), employed distinct and aligned subunits to focus on either exploration or exploitation (Proposition 4), and built teams that could deal with the resource allocations and conflicts associated with exploration and exploitation (Proposition 5). Those less-successful attempts at ambidexterity did not employ these core mechanisms. Although useful, the articulation of a clear strategic intent (Proposition 1) and, to a lesser extent, the provision of an overarching vision (Proposition 2) did not discriminate between the more- versus less-successful attempts to build an ambidextrous organization. This suggests that articulating why ambidexterity is important is not the same as how it is implemented. In the implementation of an ambidextrous design, execution appears to trump strategy. The first two propositions (articulating a strategy and overarching vision for the ambidextrous form) are the easy part for senior managers. The next three propositions are about strategic execution. These require hard choices about resource allocation, leader behavior, senior team composition (or replacement), and the balancing of contradictory organizational architectures. The most-successful ambidextrous designs had more of these components from the beginning. In contrast, those firms that learned how to be ambidextrous struggled with at least two of these core components and only after resolving these were they to effectively implement an ambidextrous design. These results suggest that effective ambidextrous designs are based on a set of interrelated choices made by the leader. Any subset of the core mechanisms is associated with underperformance. As such, executing ambidextrous designs can be seen as a complex senior leadership task that requires an integrated set of strategic, structural, incentive, and top team process decisions. Clearly, successful ambidextrous designs require more than the simple organizational structural decision in which the exploratory and exploitative subunits are separated. The critical elements, and perhaps the more difficult elements, are the processes by which these units are integrated in a value enhancing way. Discussion These results are largely consistent with Teece’s observation that â€Å"dynamic capabilities reside in large measure with the enterprise’s top management team. †26 Concretely, it appears that ambidexterity as a dynamic capability rests on the ability of leaders not only to articulate a strategic intent and vision that justifies exploration and exploitation, but—more importantly—to manage the inherent tensions associated with incompatible organizational architectures. These results also extend previous research that has linked transformational leadership to successful ambidexterity by explicating some of the core processes that underpin the transformational leadership construct. 27 These mechanisms are largely consistent with earlier research. For example, our findings that senior team consensus is an important ingredient in the implementation of ambidexterity is consistent with previous research showing that the behavioral integration 18 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit of the senior team is a precursor to successful ambidexterity. 28 Similarly, the importance of targeted integration and clear incentives documented here has also been suggested in previous studies. 29 The critical aspect of resource allocation illustrated here has also been seen in previous studies, especially in research showing that failed efforts at renewal stem not from a lack of technology or resources but the inability of senior managers to allocate those resources effectively to the exploratory effort. 0 Finally, while each component characteristic of ambidextrous designs is important, it appears that it is the set of components interacting together that define the dynamic capabilities that drive effective ambidextrous designs. 31 These patterns suggest concrete yet integrated sets of actions that leaders can take to execute strategies that encompass both exploration and exploitation. At Misys, Mike Lawri e articulated his strategic intent for open source software solutions at a senior team offsite. He kept Misys Open Source as a separate unit reporting to his office. He also emphasized the need for cost and quality progress in his existing business units even as he encouraged disciplined experimentation in the open source unit. As a leader, Lawrie was able to tolerate the competition between Misys Open Source and other platforms and was willing to risk shortterm revenue to help create longer-term options with a potentially disruptive technology. He has seen his strategy pay dividends. The healthcare business unit revenues grew more than 30% in 2009 with Misys Open Source as the basis for important new contracts with hospitals, physicians, and insurers. At the same time, Open Source has triggered innovation into other Misys units—a new banking product has large open source components, and the Misys website is completely open source. To realize the potential of SBP at Zensar, Ganesh Natarajan made the decision to keep SBP separate from the other units. He clarified his strategic and emotional rationale for exploration and exploitation with his senior team and, for the next two years, relentlessly emphasized both exploration and exploitation. By 2008, SBP had almost doubled its number of clients as well as profits. Having demonstrated its success technically and in the market, SBP was then reintegrated within the main business in 2008. Finally, at Defense Corp, Caroline White received approval to separate her homeland security exploration unit and built a new management system and metrics for gauging progress of this business. She also changed the incentives of her top team so that they were all accountable for both short-term results as well as longer-term results. By 2010, the exploratory unit proved its value, winning a $13M contract with the Transport Security Agency for improving perimeter security at U. S. irports. Conclusion There is now convincing evidence suggesting that for organizations to survive in the face of change, they need to be able to successfully exploit their existing businesses and to explore into new spaces by reconfiguring existing resources and developing new capabilities. 32 While the evidence for the benefits CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CM R. bERkELEy. Edu 19 Organizational Ambidexterity in Action: How Managers Explore and Exploit of ambidexterity is accumulating, there exists a gap in understanding how ambidexterity is actually managed within organizations. This article has explored how leaders within organizations actually implement ambidexterity. The actions, behaviors, and design choices made by the senior leader comprise the dynamic capabilities that enable firms to simultaneously explore and exploit and emphasize the key role of strategic leadership in adapting, integrating, and reconfiguring organizational skills and resources to match changing environments. Notes 1. Charles I. Stubbart and Michael B. Knight, â€Å"The Case of the Disappearing Firms: Empirical Evidence and Implications,† Journal of Organizational Behavior, 27/1 (February 2006): 79-100. . Ibid. , p. 96. 3. Rajshree Agarwal and Michael Gort, â€Å"The Evolution of Markets and Entry, Exit, and Survival of Firms,† Review of Economics and Statistics, 78/3 (August 1996): 489-498. 4. Paul Ormerod, Why Most Things Fail (New York, NY: Pantheon Books, 2005), p. 18. 5. Leslie Hannah, â€Å"Marshall’s Trees and the Global Forest: Were Giant Redwoods Diff erent? † Center for Economic Performance, Discussion Paper #318, 1997. 6. See James G. March, â€Å"Exploration and Exploitation in Organizational Learning,† Organization Science, 2/1 (February 1991): 71–87; James G. March, â€Å"The Evolution of Evolution,† in J. Baum and J. Singh, eds. , Evolutionary Dynamics of Organizations (New York, NY: Oxford University Press, 1994), pp. 39-52. 7. For interesting examples of how biological evolution might apply to organizations, see Tim Harford, Adapt: Why Success Always Starts With Failure (New York, NY: Farrar, Straus and Giroux, 2011); Martin A. Nowak and Roger Highfield, Supercooperators: Altruism, Evolution and Why We Need Each Other to Succeed (New York, NY: Free Press, 2011); Charles A. O’Reilly, J. Bruce Harreld, and Michael L. Tushman, â€Å"Organizational Ambidexterity: IBM and Emerging Business Opportunities,† California Management Review, 51/4 (Summer 2009): 75-99; Ormerod, op. cit. 8. Hannah, op. cit. , p. 19. 9. See, for example, Ze-Lin He and Poh-Kam Wong, â€Å"Exploration vs. Exploitation: An Empirical Test of Ambidexterity,† Organization Science, 15/4 (July/August 2004): 481-494; Sebastian Raisch, Julian Birkinshaw, Gilbert Probst, and Michael L. Tushman, â€Å"Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance,† Organization Science, 20/4 (July/August 2009): 685-695; Michael L. Tushman and Charles A. O’Reilly, â€Å"The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change,† California Management Review, 38/4 (Summer 1996): 8-30. 10. For a review of the growing literature on dynamic capabilities, see V. Ambrosini and C. Bowman, â€Å"What Are Dynamic Capabilities and Are They a Useful Construct in Strategic Management? † International Journal of Management Reviews, 11/1 (March 2009): 29-49; Kathleen M. Eisenhardt and Jeffrey A. Martin, â€Å"Dynamic Capabilities: What Are They? † Strategic Management Journal, 21/10-11 (October/November 2000): 1105–1121; J. Bruce Harreld, Charles A. O’Reilly, and Michael L. Tushman, â€Å"Dynamic Capabilities at IBM: Driving Strategy into Action,† California Management Review, 49/4 (Summer 2007): 21-43; Constance E. Helfat, Sydney Finkelstein, Will Mitchell, Margaret A. Peteraf, Harbir Singh, David J. Teece, and Sidney G. Winter, Dynamic Capabilities: Understanding Strategic Change in Organizations (Malden, MA: Blackwell Publishing, 2007); David J. Teece, Gary Pisano, and Amy Shuen, â€Å"Dynamic Capabilities and Strategic Management,† Strategic Management Journal, 18/7 (August 1997): 509-533. 1. C. O’Reilly and M. Tushman, â€Å"Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma,† Research in Organizational Behavior, 28 (2008): 190. 12. Harreld et al. (2007), op. cit. ; David J. Teece, â€Å"Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance,† Strategic Management Journal, 28 (D ecember 2007): 1319-1350. 13. See, for example, Vijay Govindarajan and Chris Trimble, â€Å"Building Breakthrough Businesses within Established Organizations,† Harvard Business Review, 83/5 May 2005): 58-68; Justin P. Jansen, Frans A. Tempelaar, Frans A. Van den Bosch, and Henk W. Volberda, â€Å"Structural 20 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu Organizational Ambidexterity in Action: How Managers Explore and Exploit 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms,† Organization Science, 20/4 (July/August 2009): 797-811; Michael H. Lubatkin, Zeki Simsek, Yan Ling, and John F. Veiga, â€Å"Ambidexterity and Performance in Small- to Medium-Sized Firms: The Pivotal Role of TMT Behavioral Integration,† Journal of Management, 32/5 (2006): 646672; Tom J. Mom, Frans A. Van den Bosch, and Henk W. Volberda, â€Å"Understanding Variation in Managers’ Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms,† Organization Science, 20/4 (July/August 2009): 812-828; Sebastian Raisch and Julian Birkinshaw, â€Å"Organizational Ambidexterity: Antecedents, Outcomes, and Moderators,† Journal of Management, 34/3 (June 2008): 375-409; Michael L. Tushman, Wendy K. Smith, Robert C. Wood, George Westerman, and Charles A. O’Reilly, â€Å"Organizational Designs and Innovation Streams,† Industrial and Corporate Change, 19/5 (October 2010): 1331-1366. O’Reilly and Tushman (2008), op cit. Clay M. Christensen, The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Boston, MA: Harvard Business School Press, 1997); Erwin Danneels, â€Å"The Dynamics of Product Innovation and Firm Competences,† Strategic Management Journal, 23/12 (December 2002): 1095-1121; March (1991), op. it. ; Mary Tripsas and Giovanni Gavetti, â€Å"Capabilities, Cognition, and Inertia: Evidence from Digital Imaging,† Strategic Management Journal, 21/1011 (October/November 2000): 1147-1161. Max Bazerman and Michael Watkins, Predictable Surprises (Boston, MA: Harvard Business School Press, 2004); Mary J. Benner and Michael L. Tushman, â€Å"Exploitation, Exploration and Process Management: The Productivit y Dilemma Revisited,† Academy of Management Review, 28/2 (April 2003): 238-256; March (1991), op. cit. Justin J. Jansen, Dusya Vera, and Mary Crossan, â€Å"Strategic Leadership for Exploration and Exploitation: The Moderating Role of Environmental Dynamism,† Leadership Quarterly, 20/1 (February 2009): 5-18; R. Scott Livengood and Rhonda K. Reger, â€Å"That’s Our Turf! Identity Domains and Competitive Dynamics,† Academy of Management Review, 35/1 (January 2010): 48-66; Louise A. Nemanich and Dusya Vera, â€Å"Transformational Leadership and Ambidexterity in the Context of an Acquisition,† Leadership Quarterly, 20/1 (February 2009): 19-33. Lubatkin, Simsek, Ling, and Veiga, op. cit. Jatinder Sidhu, Henk Volberda, and Harry Commandeur, â€Å"Exploring Exploration Orientation and Its Determinants: Some Empirical Evidence,† Journal of Management Studies, 41/6 (September 2004): 913-932. Christine M. Beckman, â€Å"The Influence of Founding Team Company Affiliations on Firm Behavior,† Academy of Management Journal, 49/4 (August 2006): 741-758; J. Jansen, G. George, F. Van den Bosch, and H. Volberda, â€Å"Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership,† Journal of Management Studies, 45/5 (July 008): 982-1007. Charles A. O’Reilly and Michael L. Tushman, â€Å"The Ambidextrous Organization,† Harvard Business Review, 82/4 (April 2004): 74-83; Nicolaj Siggelkow and Daniel Levinthal, â€Å"Temporarily Divide to Conquer: Centralized, Decentralized, and Reintegrated Organizational Approaches to Exploration and Adaptation,† Organization Science, 14/6 (November/December 2003): 650-669. Clark Gilbert, â€Å"Unbundling the Structure of Inertia: Resource versus Routine Rigidity,† Academy of Management Journal, 48/5 (October 2005): 741-763; Mom, Van den Bosch, and Volberda, op. cit. Charles A. O’Reilly, David F. Caldwell, Jennifer A. Chatman, Margaret Lapiz, and William Self, â€Å"How Leadership Matters: The Effects of Leaders’ Alignment on Strategy Implementation,† Leadership Quarterly, 21/1 (February 2010): 104-113; Wendy K. Smith and Michael L. Tushman, â€Å"Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams,† Organization Science, 16/5 (September/October 2005): 522-536. V. J. Gilchrest, â€Å"Key Informant Interviews,† in B. F. Crabtree and W. L. Miller, eds. , Doing Qualitative Research (London: Sage, 1992). This research used a multi-case design in which cases were written for each of the fifteen ambidexterity efforts (e. g. , Eisenhardt, 1989). These cases were then used to generate insights into those actions that were more or less likely to be associated with the successful implementation of an ambidextrous form. Each of the 15 cases was compared to the five propositions suggested by O’Reilly and Tushman (2008). Given the exploratory and qualitative nature of this investigation and the nature of our convenience sample, any results are necessarily tentative. CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu 21 Organizational Ambidexterity in Action: How Managers Explore and Exploit 24. Govindarajan and Trimble, op. cit. ; Charles H. House and Raymond L. Price, The HP Phenomenon: Innovation and Business Transformation (Stanford, CA: Stanford University Press, 2009); Richard S. Rosenbloom, â€Å"Leadership, Capabilities, and Technological Change: The Transformation of NCR in the Electronic Era,† Strategic Management Journal, 21/10-11 (October/ November 2000): 1083-1103. 25. O’Reilly, Harreld, and Tushman, (2009) op cit. 26. Teece (2007), op cit. , p. 146. 27. Jansen, George, Van den Bosch, and Volberda, op. cit. ; Jansen, Vera, and Crossan, op. cit. ; Nemanich and Vera, op. cit. ; Smith and Tushman, op. cit. 28. For example, see Beckman (2006), op. cit. ; Lubatkin, Simsek, Ling, and Veiga, op. cit. ; Alva Taylor and Constance E. Helfat, â€Å"Organizational Linkages for Surviving Technological Change: Complementary Assets, Middle Management, and Ambidexterity,† Organization Science, 20/4 (July/August 2009): 718-739. 9. See Jansen, Tempelaar, Van den Bosch, and Volberda, op. cit. ; O’Reilly and Tushman (2004), op. cit. ; Wendy K. Smith, â€Å"Managing Strategic Ambidexterity: Top Management Teams and Cognitive Processes to Explore and Exploit Simultaneously,† paper presented at the 25th EGOS Colloquium, Barcelona, July 3, 2009; Tushman, Smith, Wood, Westerman, and O’Reilly, op. cit. 30. For example, see Gilbert, op. cit . ; Robert Sobel, When Giants Stumble: Classic Business Blunders and How to Avoid Them (Paramus, NJ: Prentice Hall, 1999); Donald N. Sull, â€Å"The Dynamics of Standing Still: Firestone Tire and Rubber and the Radial Revolution,† Business History Review, 73/3 (Autumn 1999): 430-464; Tripsas and Gavetti, op. cit. 31. Harreld, O’Reilly, and Tushman (2007), op. cit. ; Jan Rivkin and Nicolaj Siggelkow, â€Å"Balancing Search and Stability: Interdependencies among Elements of Organizational Design,† Management Science, 49/3 (March 2003): 290-311; Richard Wittington, Andrew Pettigrew, Simon Peck, Evelyn Penton, and Martin Conyon, â€Å"Change and Complementarities in the New Competitive Landscape,† Organization Science, 10/5 (September/October 1999): 583-600. 2. Matthew S. Olson and Derek Van Bever, Stall Points (New Haven, CT: Yale University Press, 2008); Raisch and Birkinshaw (2008), op. cit. ; Juha Uotila, Markku Maula, and Thomas Keil, and Shaker A. Zhara, â€Å"Exploration, Exploitation and Financial Performance: Analysis of S 500 Corporations,† Strategic Management Journal, 30/ 2 (February 2009): 221-231. 22 uNIVERsITy OF CALIFORNIA, bERkELEy VOL. 53, NO. 4 suMMER 2011 CMR. bERkELEy. Edu

The Saints And The Roughnecks - 910 Words

Social scientists look at the world. They look at their surroundings, asking why things happen, how everything came to be, and what we can understand further about our existence. To do all of these things, social scientists must follow different methodologies depending on what they are trying to find out about. One example of a study can be found in William Chambliss’ article â€Å"The Saints and the Roughnecks.† To gather the data for this study, Chambliss examined the ethnography of Hanibal High School and two of its prominent gangs. His two years of direct behavioral research allowed him to thoroughly scrutinize the effects of class on the Saints and the Roughnecks. The conclusions that he drew, stemming from the unequal treatment of the gangs, were sound because his ethnographical work was more than just casual observation and subsequently provided him with ample evidence to analyze. It is first important to define what ethnography is because it is a prominent method that social scientists use in their research (Roy, lecture 4). Professor Roy defines ethnography as looking at culture – a methodological skill of observation in a natural setting. Chambliss was able to do this with his qualitative research at Hanibal. Qualitative research, compared to quantitative, is often characterized by a depth of information from a limited number of cases (Ragin Amoroso 28). This type of study relies on the human component of interaction in the real world. Chambliss actively engaged withShow MoreRelatedThe Saints and the Roughnecks - Chambliss6754 Words   |  28 PagesThe Saints and the Roughnecks - WILLIAM J. CHAMBLISS Organizational processing, whether in the criminal justice or health care systems, tends to produce some taken-for-granted assumptions about all of the people processed. These assumptions are frequently held just as often by lay people as by professionals. It is believed that persons processed by these systems share a set of common characteristics. They are alike, not only in the offenses they have committed, but in other significant socialRead MoreThe Saints And The Roughnecks By William Chambliss1512 Words   |  7 Pagesimplications of labeling specifically in the articles â€Å"The Saints and the Roughnecks† by William Chambliss and â€Å"On Being Sane In Insane Places† by David Rosenhan. Additionally, I will be discussing the far-reaching effects of negative labeling an individual, with respect to concepts such as labeling theory, the self-fulfilling prophecy, and master status. In â€Å"The Saints and the Roughnecks,† Chambliss describes two gangs at Hannibal High school, the Saints, eight promising young men from upper-middle classRead MoreAnalysis Of The Narrative Saints And Roughnecks By William Chambliss987 Words   |  4 Pagesnot held to the same standards as the â€Å"ordinary† person. This is clearly exemplified in the narrative â€Å"Saints and Roughnecks† by William Chambliss. His depiction is a representation of social class and how it can predispose other’s thinking about you and how you perceive yourself within a society. Chambliss discovered that the Saints were probably acting more delinquent than the roughnecks, yet they were arrested more often, perceived as failures and heading nowhere by teachers and communityRead MoreCommon Issues Highlighted in â€Å"The Outsiders† and â€Å"Saints and Roughnecks†509 Words   |  3 PagesCommon issues highlighted in â€Å"The Outsiders† and †Å"Saints and Roughnecks†: â€Å"The Outsiders† is one of the favorite movies of teenagers made by Francis Ford Coppola in 1983. (Barsanti, 2010). â€Å"Saints and Roughnecks† is a paper written by William J. Chambliss which was first published in 1978. (Chambliss, n.d.). Both of them commonly point towards one issue i.e. future of individuals in the society is decided by the way they are treated by the materialistic society which tends to favor the richer andRead MoreDeviance And Its Effect On Society Essay1436 Words   |  6 Pagesgroup A as the â€Å"Saints†. Police officers never attempted to arrest those who were involved in this particular group. Then, there was group B, also known as the â€Å"Roughnecks†. Police officers did have numerous run-ins with members from this group. The boys that were involved in the Saints came from highly respectable families. The boys had squeaky-clean reputations and high grades in their classes. Members of the Saints were extremely careful wh en it came to breaking the law. The Saints found it beneficialRead MoreThe Sociological Theory Of Howard Beckers Labeling Theory1048 Words   |  5 Pagesdeviated behaviors as the label they are marked. In the article, The Saints and the Roughnecks study, by William Chambliss (1972), he showed the role of class in labeling. His two groups of high school kids consist of the Saints and the Roughnecks. The Saints were eight white, upper-middle class boys. They constantly occupied with truancy, drinking, theft vandalism, but the police never arrested the members of the Saints. The Roughnecks were six white, lower class boys, and they engaged in fightingRead More Deviance In Society Essay666 Words   |  3 Pagesas deviance. It depends on how that certain society defines deviance on individuals. The establishment of rules, and breaking rules in society is determined by strong social powers. This event leads to social inequality in society. â€Å"The Saints and the roughnecks†, are an example to labeling individuals as deviants, and it shows how social power causes inequality. Deviance appears in all likes of society. Deviance has many meanings to unconformity on a cultural norm. It depends on that the state ofRead MoreDeviance, Social Device And Social Control928 Words   |  4 Pagesless than and someone to fear and not trust. The Saints and the Roughnecks are both gangs that are composed of white male high school students and more or less both these gangs committed the same deviant acts. From far away they don’t seen all that different which made it hard to see how the Roughnecks got labeled as delinquents and the Saints got labeled as good boys but with a deeper look into their social factors things became easier. The Saints came from good, stable and wealthy families. TheyRead MoreDeviance, The Opposite Of Conforming Norms And Norms845 Words   |  4 PagesWe see a specific example of this effecting a person’s success and overall happiness in life with the case of Jerry. Jerry’s friends succeeded way before he did. He was labeled different for not passing his senior year. He quickly fell into the roughneck group which gave him a label as a menace to society due to his social status not allowing him to do criminal activities outside of town. He later falls into a deeper pit because the town lets him know he is a menace. This happens after the teachersRead MoreModern White Collar Crime : A Modern Or Postmodern Crime1079 Words   |  5 Pagesa different light by the Saints vs. Roughnecks, because they held different meanings. The Saints graffiti hold political meaning or artistic meaning, while the Roughnecks graffiti was view as vulgar and only lower the city value when they contribute their form of art. The Saints graffiti was seen as a positive attribute, because they were eight upstanding white male citizens who came from upper middle class backgrounds who were protected from prosecutorial view. Roughnecks however, were seven lower

Thank You Speech for Award Sample

Thank you speech is a speech that is done when a person gets an award. It is an outstanding way to express gratefulness for help on the way to the achievement. The speaker might devote much attention to the event, to the people who came to it, and to the people who contributed to the achievement of the award. Thank you speech for award sample can provide an example of how to build a speech for accepting an award for any kind of accomplishment and in any environment. Dear colleagues, I am very glad to have a chance to deliver my speech on such a pleasant occasion. It is a large honor for me to receive an award for the implementation of the most successful project of this year. I am strongly grateful for this high recognition of the work that was done as far as I believe that every project deserved to be distinguished with this award. Being honest, the way to this award and project realization was rather long and not easy. Starting from the moment when the project was only one small idea and until today, much work has been done. Bringing the idea into life required much effort, and many challenges arose on the way. However, every problem that appeared on the way was solved, and every obstacle was overcome. The importance of the project striving to ease the lives of a large number of people was the most powerful stimulus and the driving force, leading to impressive results. However, all of that would have been impossible without the coordinated work of the team that collaborated in order to overpass the barriers and to make the idea function properly. Here, I would like to use the chance to express my deep gratitude to the members of the team who were working on this project for the last year. I believe that every participant of the project has made a weighty contribution to the project. It would not be an exaggeration when I say that it is an honor to me to be a manager of such a professional and highly devoted team. Our collective work has resulted in impressive results, and it is an achievement of each team member and project participant. The solution of problems, coming up with new ideas, developing plans were the results of common work and constant collaboration. I must say now that the team has transformed into a family and our project became our child. I remember active and fierce discussions that resulted in new and well-developed decisions. I also remember time spent in the office after the working day ended as far as inspiration came then. I remember the support and friendly approach on the side of team members and willingness to help each other. I remember persuading the high management about the importance of changes, and I am happy that it was accomplished. Those were the great moments that taught me much, and I believe that they made the implementation of the project possible. Today I am grateful to everyone who participated in the realization of the project. I believe that the work that was done within this project deserves an award, as well as everyone who devoted their time and effort to it. This project was a great starting point for a larger one, and I hope that it would ultimately result in an even larger success due to collaboration and creative potential. Thank you very much!

Foucault s Influence On Political Theory - 2360 Words

Jordan Riggs Pos 353 Political Theory Essay John Hultgren 10/30/2014 Essay Foucault is a very famous name when it comes to political theory. In our contemporary theory politics course, one of the required reading materials was Foucault’s Discipline and Punish. Foucault had these very strong ideas about punishment, especially about, the â€Å"modern penal system† or otherwise known as prison. Foucault was very analytic about discipline and punishment prior to the eighteenth century. In the beginning of Discipline and Punish, Foucault explains how prior to the eighteenth century, punishment was something that was used as severe torture to the human body, as well as explaining how when people were punished, punishments usually were public and or ceremonial. Foucault had strong ideas and he mentioned some very important terms to make his argument. To help the reader of this essay, some very important key terms will be defined. These key terms include, knowledge, power, discipline, panopticism, and politics. Hopefully these key terms can help the reader understand Foucault’s beliefs and ideas, as well as the second part of the essay where Foucault’s ideas will be related to modern day pop culture. Two very important terms that are the foundation of Foucault’s work are, knowledge and power. The root of Foucault’s analytic would be those two previous words. Foucault does not view power as a negative thing, because he believes it is something that is always going to exist. FoucaultShow MoreRelatedLiterary And Cultural Theory During The Modern And Postmodern Period1539 Words   |  7 PagesTheories investigating subjectivity have dominated the field of literary and cultural theory during the modern and postmodern period. The way we understand subjectivity effects the way we understand the world around us, whether the subject is viewed in the Cartesian manner as a fixed entity, with a pre-existing nature that is not affected by the discourses that surround the it, or if we view the subject as one produced in and through the forces of power available in the time period, whether theyRead MoreGoffman And Michel Foucault s Theory Of Society And The Unspoken Rule Of Conduct Of Our Everyday Interactions1324 Words   |  6 Pagesrealize how much social norms influence our behavior until the norm has been broken. Sociologist Erving Goffman and Michel Foucault were concerned with the characteristics that make up the structure of society and the importance of the production of social order. Both theorists have used different methods to study the effect of social life in society and the unspoken rule of conduct of our everyday interactions. In this paper I will compare and contrast their influences, focusing on how social orderRead MoreCompare and contrast the views of Goffman and Foucault on how social oreder is produced.1596 Words   |  7 Pagesï » ¿TMA 04 Compare and contrast the views of Goffman and Foucault on how social oreder is produced. In a community some form of order is an essential foundation for people to live and interact together. ‘’Order is part of the way people both imagine and practise their social existence.’’ (Silva et al., 2009, p. 311) Taylor (2004, p.58) argued that ‘’ the human capacity to imagine order is at the foundation of society itself.’’ (Taylor, cited in Silva et al., 2009 p.311) Social order draw inRead MorePower And Institutional Control / Domination Essay1356 Words   |  6 Pageswill reflect on power and institutional control/ domination. This paper will discuss how supplemental readings #4 Emile Durkheim- The Rules of Sociological Method, #14 Karl Marx- The Communist Manifesto, #16 Max Weber- Economy and Society #20 M. Foucault- Docile Bodies from Discipline and Punish all contribute to a true meaning understanding of power and institutions control/ domination. The key components that deals with power, and institutions control/ domi nation are family relationships betweenRead MoreTopic . The Goals Of My Research Strive To Assess The Biopolitical1457 Words   |  6 Pagescriteria, they are strictly â€Å"othered† by the Singaporean state and their reproduction is consequently devalued via various mechanisms. If these are the findings I come to, I will conclude that the restriction and stratification of low-skill labour migrant s reproduction functions as a means for the state to construct a certain national identity; one comprised of ideal, desirable citizens. Developing Argument Due to their marginal position on a biopoitically constructed hierarchy of otherness, labourRead MorePunishment Essay1120 Words   |  5 Pagesorder still quot;worksquot;. Durkheims theory suggests that punishment must be visible to everyone, and so expresses the outrage of all members of society against the challenge to their collective values. The form of punishment changes between mechanic (torture, execution) and organic (prison) solidarity because the values of society change but the idea behind punishing, the essence, stays the same - keeping the moral order intact not decreasing crime. Foucault has a different view of the role or functionRead MoreThe Classic Greek Discourse On Leadership Essay1948 Words   |  8 Pagesawestruck by the leader’s capacity for wisdom and virtue. The relationship between leader and follower in this discussion establishes follower obedience and leader concern for follower well-being. The nineteenth century saw the rise of the ‘Great man Theory’ asserting the inheritance of traits and qualities required to be a leader, usually belonging to an upper class lineage (Carlyle, 1993). The popular notion being that in times of distress somewhere out of magic a leader would emerge to guide peopleRead MoreThe Curriculum Policy Statement Of The Council On Social Work5929 Words   |  24 PagesStatement of the Council on Social Work Education (CSWE, 2001), the accrediting body of all bachelor s and master s social work degree programs in the United States, requires all social work programs to teach students how to promote economic and social justice. The revised Code of Ethics (1996) of the National Association of Social Workers proclaims the pursuit of social justice one of the profession s core values and establishes as an ethical imperative, â€Å"Social workers challenge social injustice†Read MoreCritical Social Theory : Power, Critique And Praxis37 94 Words   |  16 PagesSCS730: Critical Social Theory: Power, Critique and Praxis Assessment Task 3: Major Essay ______________________________________________________ In order to delineate the nature of power and domination in understanding contemporary society, this major essay will provide an advanced critical and comparative analysis of the social theory ideas of Karl Marx, Michel Foucault and Dorothy Smith. Resultant of such analysis, this essay will also postulate how conceptions of power and domination may beRead MoreThe Global Forces Of Capitalism Essay1840 Words   |  8 Pagesdefinitions by Peter Bachrach and Morton S. Baratz in its ‘second dimension’, that of setting the agenda (Bachrach and Baratz 1962). Next, Steven Lukes’ ‘third dimension’, which explains how the power of non-observable conflict alters the wants of those it exercises power over, with this not being in their true interest (Lukes 2005: 25). Subsequently, I will turn the attention to Michel Foucault’s definition of power as a â€Å"multiplicity of force relations† (Foucault 1978: 92) and its link with Hannah Arendt’s

P1- Health and Social Care Life Stages Free Essays

string(58) " contractions are normal and not a sign of preterm labor\." The Life Stages 0-3 years is Tommy 4-9 years is Amy 10-18 years is Abbey 19-65 years is Denise/Jack 65+ years is Pat The human life span is set in age stages; these are called Life Stages. The stages are listed from 0-3 years to 65+ years. Growth is a term used within describing the life stages because it’s a term to describe an increase in quantity. We will write a custom essay sample on P1- Health and Social Care Life Stages or any similar topic only for you Order Now For example, as children grow the height and weight increases. We also use the term development; this describes the development of someone’s abilities, as they grow older. We can also use this term to describe the development of quantity change, such as height and weight. Also describing the lift stages, we use the term called maturation. This is different to development and growth. Puberty is an example of maturation because when development is expected to be due to a genetically automated sequence of change. Development norms, is another term we use to describe a set of average expectations to an infants or child’s development. Holistic development is similar but instead its describing someone’s physical, emotional, intellectual and social development in one. Conception pregnancy A human baby’s life begins at conception. A woman usually develops 1 egg per month, roughly this happens 2 weeks after her last period. A women is most likely to get pregnant within a day or so of ovulation. An egg lives for about 12-24 hours after its released. For a woman to actually get pregnant the egg needs to be fertilized by a sperm cell within this time. Pregnancy is divided into  3 trimesters. Each trimester is a little longer than 13 weeks. The first month marks the beginning of the first trimester. 1, 2 and 3 weeks The egg is fertilized in one of the fallopian tubes and is carried into the uterus. Fertilization of the egg happens in the fallopian tube. As the egg passes through the fallopian tube is sets itself in the wall of the uterus. The embryo becomes a shape of a pear with a head shaped rounded, pointed lower spine and notochord running along its back. 4- 5 weeks The embryo becomes C-shaped and a tail is visible. The umbilical cord forms and the forebrain enlarge; at this stage of pregnancy the internal organs a begun to form. During this stage of development, the embryo is vulnerable to harmful substances consumed by the mother, which may cause defects. 6-8 weeks The eyes, mouth, nose and ears have begun to form and the limbs grow rapidly from tiny buds. The head and face has formed more human, the head is more upright, and the tail has gone. Legs and arms have developed. Fingers and toes have formed. 9-10 weeks * The embryo develops into a fetus after 10 weeks. * Fingers and toes are longer. The umbilical cord connects the abdomen of the fetus to the placenta. The placenta is attached to the wall of the uterus. It absorbs nutrients from the woman’s bloodstream. The cord carries nutrients and oxygen to the fetus and takes wastes away from the fetus. 1-12 weeks The fetus is now measured from the top of its head to its buttocks. This is called crown-rump length. The fetus has a CRL of 2–3 inches. Its Fingers and toes are no longer webbed whilst the Bones begin hardening. Skin and fingernails begin to grow. Changes triggered by hormones begin to make external sex organs appear — female or male. The fetus begins making sponta neous movements. Kidneys start making urine, Early sweat glands appear and Eyelids are fused together. 13-14 weeks (second trimester) The baby has a CRL of about 3 inches long which is about 8 cm long at this stage. The sex of the fetus can sometimes be seen on the ultra sound of the mothers scan. Hair begins to grow on the babys head and the roof of the baby’s mouth is formed, whilst the prostate glands are developing on the male. Ovaries move down from the abdomen to the pelvic area in the female. 15-16 weeks Some of the early signs and symptoms of pregnancy begin to be relieved during the fourth month for example Nausea is usually reduced. But other digestive problems — heartburn and constipation — may be still occurring. Breast changes — growth, soreness, and darkening of the areola — usually continue. It’s common for women to have shortness of breath or to breathe faster. Increased blood flow may lead to unpleasant pregnancy symptoms, such as bleeding gums, nosebleeds, or nasal stuffiness. Pregnant women also may feel dizzy or faint because of the changes to their blood and blood vessels. 17-20 weeks The fetus has CRL of about 6. 5 inches long which is 16cm long. The fine downy hair begins to cover the body, which is called Lanugo. The skin is also covered with Vernix Caseosa, which is a greasy material that covers the body. The uterus now has developed into either a male or female. Women usually feel faint movements for the first time during the fifth month. It may feel like flutters or butterflies in the stomach. The pregnancy symptoms of the fourth month continue into the 5th month- Heartburn, constipation, breast changes, dizziness, shortness of breath, nosebleeds, and gum bleeding are common. Breasts may be as much as  2 cup sizes bigger by this time. 21-24 months The baby now has a CRL of about 7 inches, which is about 18-19 cm long. The bone marrow now starts to develop blood cells and taste buds start to form. Pregnancy symptoms from the fourth and fifth month usually continue. Shortness of breath may improve. Breasts may start producing colostrum — tiny drops of early milk. This may continue throughout pregnancy. Some women have Braxton-Hicks contractions. They feel like a painless squeezing of the uterus or abdomen. This is the uterus’s way of practicing for labor and delivery. Braxton-Hicks contractions are normal and not a sign of preterm labor. You read "P1- Health and Social Care Life Stages" in category "Essay examples" But women should check with their health care providers if they have painful or frequent contractions or if they have any concerns. Weeks 25–26 The baby has now got a CRL of about 9 inches long which is roughly 23 inches long. Also the baby develops more and more fat from now until end of pregnancy. * Week 27–28 The baby now has a CRL of about 10 inches which is 25 cm long. Eyelids are usually fused together until 28 weeks. A woman’s uterus continues expanding. Back pain is common. Pregnancy symptoms from earlier months continue. Dizziness may lessen. * 29-30 weeks (third trimester) * * The fetus has a CRL of about 10. 5 inches (27 cm). Testes usually begin descending into the scrotum from the abdomen between weeks 30 and 34 in a male fetus. This is usually complete by 40 weeks. Week 31–32 The fetus has a CRL of about 11 inches (28 cm). Lanugo starts falling off. ?Women often start feeling tired and have a more difficult time breathing as the uterus expands up. They may get varicose veins — blue or red swollen veins most often in the legs — or hemorrhoids — varicose veins of the rectum. Hemorrhoids can be painful and itchy and cause bleeding. Women may also get str etch marks where skin has been expanded. Braxton-Hicks contractions, heartburn, and constipation may continue. Women may urinate a bit when sneezing or laughing because of pressure from the uterus on the bladder. Hormones may make hair appear fuller and healthier. Weeks 33-36 * The fetus has a CRL of about 12 inches (30 cm). The eyes have developed enough for pupils to constrict and dilate when exposed to light. * Lanugo is nearly all gone. The fetus is considerably fatter, and the * Skin is no longer wrinkled. 37-40 weeks * The fetus has a CRL of about 13–14 inches (34–36 cm). * The fetus has a firm grasp. Many women give birth around this * Time. The average new born weighs around 7-8lbs which is * Around 18-22 inches long with legs extended. By the end of pregnancy, the uterus has expanded from a woman’s pelvis to the bottom of her rib cage. Pregnancy symptoms in the tenth month largely depend on when the fetus drops down into lower part of the uterus in the pelvis. Shortness of breath, heartburn, and constipation usually improve when the fetus drops. But the position of the fetus lower in the pelvis causes frequent urination and trouble holding urine. The cervix will begin to open — dilate — to prepare for delivery. This may happen a few weeks before delivery, or it might start when a woman goes into labor. A woman may feel sharp pains in her vagina as the cervix dilates. After the newborn is delivered, the placenta and other tissues also come out of the woman’s body. This is called the afterbirth. For the first couple of days after giving birth, Tommys mother can feel the top of your uterus at or a few finger widths below the level of your belly button. In a week, her uterus weighs a little over a pound – half of what it weighed just after she gave birth. After two weeks, it’s down to a mere 11 ounces and located entirely within her pelvis. By about four weeks, it should be close to its pre-pregnancy weight of 3. 5 ounces or less. This process is called involution of the uterus. Even after her uterus shrinks back into her pelvis, you may continue to look somewhat pregnant for several weeks or longer. That’s because her abdominal muscles get stretched out during pregnancy, and it will take time – and regular exercise – to get your belly back in shape. 0-3 years physical development motor control develops from the head and moves down through the arms and the bottom and then to the legs and feet. Initial movements are reflexive in nature, such as turning the head to the side when the cheek is stroked; this then leads to feeding. Motor skills are related to the growing ability to observe and interact with the environment. According to the healthy children American website, a baby turns its head from side to side when lying on their back or belly and brings both hands together at the chest or mouth at 1 month of age. 3-6 months physical development At 3 months of age, an infant progresses at lifting the head and chest up when lying on its belly and may press up with its arms. At 3 months old, Tommy should beable to kick his legs when lying on his belly or back. Also at this age, Tommy should beable to play with soft toys that are required for his age. Tommy will have a sharp grasp with his hands so he can hold objects such as toys securely (if small). According to the healthy children American website, between 3 and 4 months Tommy begins rolling from his belly to his back and then back to belly around 6 months old. 6-12 months old physical development The average age at which an infact sits without support is 6 months old, so by the time tommy is this age he should be able to do this. Standing with support, Tommy should beable to do this roughly at 7. 6 months (according to healthy children American website). Infants in the study, crawl on hands and knees at 8. 5 months, walking with assistance occurs usually at 9. 2 months. The average age for a baby to walk alone is 11 months. 12-24 months old physical development. The world health organization study notes that a young toddler like Tommy can take two-three steps alone around 12 months. Also they start to walk without support across a room with stopping or changing direction between 13-15 months. Around 18 months of age Tommy will be kicking and throwing balls, running, climbing stairs with assistance and playing with scooters with confidence. 24-36 months old physical development Between the ages of 2 and 3, balance improves and tommy walks with a smoother pattern. During this time tommy may be able to balance on 1 foot, walk backwards and walk on tiptoes. Usually around 24 months, tommy starts to jump over obstacles around 36 months. At 24 months tommy can climb a small ladder and go down a small slide. Around 35 months, Tommy can confidently go around a playground, trying out all the playground climbing frames. Also ride a bike suitable for his age or scooter. 0-3 months intellectual development Around this stage of life, theres not much intellectual about Tommy, Its usually about the relationship between him and his parents. When tommy first opened his eyes, he would just stare a lot at whats around him. He fixates on objects around him that usually move, around 12 inches from his face. At this stage Tommy will begin to know who his parents are and distinguish their faces from strangers faces. He will also beable to exhibit sense of size, colour and shape recognition. 4-8 months intellectual development At this stage of Tommy’s life intellectual development, his starts to handle and explore objects, such as feel, taste and smell objects. Such as cuddly toys. They also start to explore their surroundings like their home and who lives with him. At this stage his starts to point and use it as a sign of communication if he wants something. Tommy may show signs of fear, for example falling. He may start to imitate actions such as â€Å"pat-a-cake’’. He also may want to play games repetitively and only likes one toy or book to look at once. 8-12 months intellectual development At this stage, Tommy may start gesturing by giving a wave to say goodbye or lowing kisses. He may also start to copy relatives and mimic movements, for example dancing and clapping. Also at this stage tommy can start to recognize facial features, such as eyes, nose, ears and mouth. He might also beable to identify objects such as books, balls and animals. Tommy may also like to do things intent ionally for reaction, such as dropping toys. Tommy at this stage may show a memory of short term which is perfectly normal. 12-24 months intellectual development At this stage of development tommy may start to have his own imagination especially during play time, so he may start to move things around the floor. He also may start to potty train and understand when he needs to go toilet. Tommy may start to show an understanding of shapes and colours and start to colour and draw himself with crayons and paints. With memory skills, these will show an increase as he gets older and as the brain develops properly. 24-36 months intellectual development At this stage of tommys intellectual development he can speak fully and show an understanding of what others are saying to him and what he might ask him to do. He may start to development in comparing objects to others such as ‘little’, ‘bigger’, or ‘really big’. He may also start to count up to ten or maybe more. Tommy may start to match pictures and objects and start to play- act thoughts, for example tommy may start to pretend to be a dinosaur. He may also start to learn how to share and use terms such as please and thank you. 0-3 months emotional and social development At this stage of tommys social and emiontal development, he may start off by being attached to parents or carers. At the first few weeks of Tommys life he may tend to be used to the people around him, so the cloest, he will be attached quicker. He may also enjoy being held or cuddled. He may also express discomfort, enjoyment or unhappiness. He may also entertain himself by playing with fingers, watching the t. v such as programs that consist of movement and bright colours. 4-8 months social and emotional development At this stage of Tommys life he may have shown full attachment to either his mother/father or carer, he may also develop a sense of security and trust with parents or carer, he may also show preference and reaction of separation from his mother/father or carer. This way he may show different responds to facial expressions and sounds. He may love to be picked up, held and cuddled by parents or relatives. He may start to hear himself at this stage and start to make loud noises, laugh and smile. To communicate he ay cry and he may seek attention. 8-12 months social and emotional development When Tommy is a really young baby he shows full attachment to his parents which is immediate, that way he may also always want to be near them or in their sight, showing this he may begin to show fear to strangers. He may also start to be emotionally attached to something socialable like a t. program, blanket or a toy. He also may start to enjoy going out and being socialable for example, going shopping or going to the park. 12-24 months social and emotional development At this stage of social and emotion development Tommy may start to develop a sense of humor and start to love being in the center of attention. He may also start to show selfishness and begin not to share his toys with other friends. With Tommy he lives with his p arents so he may start to copy their daily activities such as driving, reading, cooking, hugging and blowing kisses. At this stage Tommy will start to try new things every day, show jealousy towards his parents and get frustrated really easy. 24-36 months social and emotional development As a child gets older, their emotional and social development gets a lot more interesting. Tommy my start to get confident and except new people and start to talk to them but also if they still have that full attachment to their parents, they may start to show shyness to around new people. If he gets upset, he may start to pull hair, kick, slap or bite other children. Also he may start to show some patients on the other hand. Around places, objects, certain people he may start to show dislike. He may be more sensitive around people and if they cry he may turn it into a tantrum. 4-9 years growth development Between the ages of 4 and 9 children may begin to look thinner, this is because they grow increasingly but their fact accumulation is staying relatively the same. By the time Amy is 6 years old, North Dakota state university that they begin to proportion a lot better and her centre of gravity will be centrally located. She is likely to experience a growth spurt between the ages of 6-8 and may notice hair begins to grow darker. Nutrition intake and genetics are big factors when it comes to her growth at this stage. 4-5 years growth development At 4 years of age, Amy will fully develop hand-eye co-ordination, that will allow her to play with objects that have smaller perplexed parts to them. Amy will show that shes energetic most of the time and prefer running and jumping, by the age of 5, she will beable to catch a ball, throw a ball over her head, hop on one foot, walk up and down the stairs alone and hold cutlery properly with 3 fingers rather than her whole fist. -7 years growth development Shortly after 5 years, Amy will beable to skip and have the ability to bounce a ball and skate. By the age of 7 she should be able to ride a bike, draw shapes and patterns. Also Amy maybe beable to use a comb in her hair, brush her own teeth and also tie her own hair up in a pony tail. Also at this stage she will beable to do simple household tasks such as making her bed, tidying up after herself. At school she may sh ow a development in playing musical instruments. 7-9 years growth development Between the ages of 7 and 9, Amy will beable to identify herself during school or things they take part in. Amy will be able to recognize herself, such as at school, either being an athlete or artist. This is influenced from teachers at school, parents or siblings. By this time, amy is capable to kick, throw and roll, which makes them able to take part in organized sports at school such as football, hockey and rounder’s. Intellectual development 4 – 9 years Around 4 years of ages Amys development of intelligence is still very simple but getting more and more intelligent by the days. Amy should be asking a lot of questions around 5-6 years old such as ‘why is the sky blue? ’, ‘why do birds have feathers? ’. Amy will begin to ask more and more questions every day but this is the development of a milestone. Around this stage of 5 years, amy will start to recognize familiar colours and understand the idea of same and different, pretend and fantasize more creatively, she will be able to remember parts of stories, understand times of the day, count and understand the concept, sort objects by shape and colour, complete puzzles, recognize different shapes and colours. Five years and above, Amy will start to development more sophisticated thinking and learning abilities. Children around 7-9 year often think in very concrete ways, needing hands-on examples to improve their understanding. They often can not change the rules of a game to make it more fun, for example because they perceive rules to be firm and rigid. As children’s minds mature like Amy, she will development more flexible in their thinking. Children in this age group are capable of more abstract thought aswel. Emotional and social development 4-9 years Four year olds are moving out into the world and can usually play happily with other children and enjoy lots of physical games aswel as tell stories. As Amy gets to between 5 and 6 years old, she may then start to learn about the feelings and needs of others and can share their toys plus take turns, at least some of the times. In some stages of Amy’s life can get jealous of her parents relationship. This is where the often development of the game ‘mummies and daddies’ comes from, this is a well-known game for children to grow up on. Playing games such as ‘mummies and daddies’ allows her to try out various adult roles in life. Around 6-7 years, children begin to actually learn new things and experience learning new things at school so they develop a sense of eagerness in themselves. They generally prefer structured activities to more open-ended experiences. Amy may wonder about the world and ask a lot of ‘what if? ’ questions. Pretend play means a lot to Amy at this stage in her child hood because they develop a strong imagination and involve others like friends at school. Around 8 and 9 years, children such as Amy start to involve more people in their lives, for example at school, amy may start to have best friends and play with other children with the same gender. As amy grows older she grows out of being self-centered as should be at around 5 years old because she has matured. Also around this stage amy will begin to understand other peoples views and can imagine themselves in situations of other friends experiences. Physical development 10 -18 years (adolescence) 10-11 years physical development Physical development around this time it’s the start of many different experiences for young children and teenagers. For girls between the ages of 11 and 13, it may sometimes begin earlier for some children; puberty begins. Girls usually start around 2 years before boys. Boys usually start between the ages of 13 and 15 years. Puberty is an important stage for abbey because it prepares the body for sexual reproduction. It is all started by the hormones and controlled but the sexual development. Around the teen years, girls and boys will experience a definite growth spurt. 12-14 years physical development round this physical development of life for teenagers, its all about the development of puberty, for girls around abbeys age, around the breast area they begin to be quite painful because they are beginning to develop. Usually around 13 years of age, Abbey may have started her menstrual cycle and public hair has developed. For boys on the other hand, testicular growth begins, t he voice changes, pubic hair develops and they may start to experience â€Å"wet dreams†. 15-17 years physical development around this age, Abbey would of completed the physical changes related to puberty by the age of 15. Boys are still developing around this age, maturing and gaining strength. Muscle mass develops and they are completing the development of sexual traits. Around 15-17 years, oily skin may appear which turns into acne. Hair has grown under the armpits. Breasts have developed but still maybe growing. Abbey may have developed a curvy outline to her hips which is caused from fat deposition. Internally wise, primary sexual organs grow such as uterus and vagina, ovulation and menstruation has fully developed, and lastly public hair has grown. 18 years physical development Around 18 years, many of the major changes for growth in puberty have completed by this age, in boys and girls. They are still growing but major changes have developed. For boys around 18 years, facial hair has grown on the face, hair is also under the armpits, testes have produced sperm. The voice box, which is called the larynx, has broken and the voice has developed deeper. The prostate gland produces secretions, and the penis has enlarged. Intellectual development 10-18 years. Between the ages of 10 and 13 years, preteens start to experience â€Å"stressful† imes at school or high school because they are having their first â€Å"exams†. Preteens around this stage develop abstract thoughts usually by the age of 13. Between the ages of 11-14 years, they are still concrete thinkers- they perceive things as good and bag and whats wrong and rights. They are just beginning to imagine possibilities, recognize consequences of their actions and anticipate what others are thi nking. Anxiety enters their lifes and may cause major distractions interfering with abstract thinking. Teenagers may show an interest in ideas, ideals, values and social issues. Around 15 and 16, at this stage they show a well better established abstract thinking at school and in any other situations that may occur. Around this age Abbey may start to make applications to her own current and future situations and social situations. As abbey progresses in life, abilities to abstract thinking develop better and problem-solving skills increased by demands at school and college. Preteens and teens tend to think things wont happen to them, this explains why they are risk-takers. Also they believe they are the center of attention, for example, abbey may have a pimple on her forehead, this is making her life hell right now. This explains why teenagers are terribly self-conscious. Social and emotional development 10-18 years Around this stage of Abbeys teenage life, she begins to spend more time with her friends and less time in home and with her family. Abbey will start to form her own identity around 12-13 years and try different clothes, hair styles, friends, music and hobbies. This will then progress and carry on throughout her teenage life. Preteens like abbey around 13-14, push limits that adults put on them to assert their independence, preteens and teenagers like Abbey around 14 and 15 may start to develop more moody moods and start to express mixed feelings about â€Å"breaking away† from parents. Troubled youth may act out (for example, get into physical fights, use alcohol or other drugs, skip school) to express emotional pain. Physical development 19-65 years Adults in this age have to be very careful because there are many different age related changes to become as Denise grows up. Some individuals, not so much Denise have to wear glasses for reading and writing. Some adults like denise may start to lose there hearing in later adult hood. Adults tend to have some changes in hair colour, it may start to turn grey. Men sometimes start to lose there hair around 35 to 45 years old, around 45, women start their menopause. Young adults start to see and maybe feel their physical changes between the ages of 18-28. Adults are still fit and healthy at young adult hood stage but not as fit as they used to be. Around the ages of 30, adults may start to feel that their fitness, speed and strength has decreased. Some adults still go to the gym in their middle adulthood stages to keep feeling healthy and fit. Early adulthood Early adult hood is the first stage of adulthood in which the body physically changes. In this stage, denise may have continued to add abit of height and weight to her late teenage frame come into her adult hood. The body continues to undergo significant hormonal changes. In menm their heard may grow a little thick, the voice may become slightly more deepeer and richer. Early adulthood is the period when women have children, so this is the time denise would of gained abit of weight and breast development would of completed. Middle adulthood Middle adulthood is the second stage of adulthood in which one of the most noticeable changes is loss of elasticity in the skin, especially in the face. This results to wrinkles and lines in the skin, this then shows denise â€Å"aging†. Men usually gain weight around the stomach and women gain weight around the hips and legs. Strength and flexibility both decrease in both genders. Women usually experience hormonal changes during this period that result in rhe loss of ability to reproduce, this then is called the menopause. Both genders experience graying of the hair or the hair may start to thin out. Later adulthood Late adulthood is the final stage of physical change, the skin continues to lose elasticity as it started in middle adulthood and the result is deeper lines and wrinkles, age spots or brown spots often form. Eye sight deteriorates, which causes them to need stronger glasses. Reaction time slows down and appetitive may also slow down. Intellectual development 19-65 years Intellectual development may increase in this age group. Some older adults like Denise may have a slower reaction to things but increase in knowledge may give back for this in many work situations. Older adults are more skilled then younger adults and teengers when it comes to complex decisions. Adults like Denise are typically more focused in specific directions, having gained insight and understanding from life events that teenagers and young adults have not yet experienced. No longer viewing the world from an absolute and fixed perspective, middle adults have learned how to make compromises, question the establishment, and work through disputes. In recent years, colleges and universities have reported an increased enrollment of adult learners—students age 25 or older. Of course, labeling this age group as adult learners is not to imply that the typical college student is not also an adult. Academic institutions typically identify those outside the 18–21 range as adults, because most have been working and rearing families for some time before deciding to enter or reenter college. Compared with younger students, adult learners may also have special needs: anxiety or low self-confidence about taking classes with younger adults, feelings of academic isolation and alienation, fears of not fitting in, or difficulties juggling academic, work, and domestic schedules. Adults most often choose to go to college for work-related purposes. Many employers require workers to attain certain levels of education in order to qualify for promotions. Other workers go to college to learn new skills in preparation for another career. Additionally, certain organizations, such as state licensing boards, may require professionals to have a certain number of continuing education hours each year to maintain their licenses. Finally, adults may also return to college simply for personal enrichment. Social and emotional 18-65 years Young adults like Denise face some difficult developmental tasks. Denise maybe at the beginning of this stage is concerned with beginning a career. They may be studying to gain the serious qualifications, or training at the entry level of an organization. Some will not be so lucky. In many countries, youth unemployment rates have been very high during the last century and appear set to continue. Studying, employment and unemployment each presents its stresses. At the same time, young adults tend to be finding their way through the world of romance, which can also lead to stress and anguish. All of this happens alongside changes in relation- ships with parents, and the increasing expectation that the young person will take responsibility for her own life – including, perhaps, a shift to a new home. It would be an unusual person like denise indeed who proceeded through these developmental tasks without at least occasionally wondering who she is, or who she is becoming, and how she is faring compared to her peers. For most people, facing these issues brings a range of emotional reactions. Physical changes 65+ During late adulthood, the senses begin to dull. With age, the lenses of the eye discolor and become rigid, interfering with the perception of color and distance and the ability to read. Without corrective glasses, nearly half the elderly population would be legally blind. Hearing also diminishes, especially the ability to detect high-pitched sounds. As a result, the elderly may develop suspiciousness or even a mild form of paranoia to not being able to hear well. They may attribute bad intentions to those whom they believe are whispering or talking about them, rather than correctly attributing their problems to bad hearing. Hearing problems can be corrected with hearing aids, which are widely available. The sense of taste remains fairly intact into old age, even though the elderly may have difficulty distinguishing tastes within blended foods. By old age, however, the sense of smell shows a marked decline. Both of these declines in sensation may be due to medications, such as antihypertensive, as well as physical changes associated with old age. Intellectual development 65+ Some old people decide to retire some carry on working. However they still contribute in a good way to society as many of them give a positive view and things and are good role models to others. They give wise advice to people and people learn from it, during this age they may also enjoy playing board games or meeting other people their age. Many older adults complain about not being able to remember things as well as they once could. Memory problems seem to be due to sensory storage problems in the short-term rather than long-term memory processes. That is, older adults tend to have much less difficulty recalling names and places from long ago than they do acquiring and recalling new information. Studies have shown that practice and repetition may help minimize the weakening of memory and other cognitive functions. Researchers have found that older adults can improve their scores on assorted tests of mental abilities with only a few hours of training. Working puzzles, having hobbies, learning to use a computer, and reading are a few examples of activities or approaches to learning that can make a difference in older adults’ memory and cognitive functions. Emotional and social development 65 + After this age the older people may start feeling upset because of their age and may feel that there’s no point of being in society because they are not able to do things. They will start getting mixed emotions. However many might feel happy as they will have more free time and spend it with family. Reference: Healthy Children- physical development of school ages children. Bodycenter. com, parenting. com and cliffsnotes. com How to cite P1- Health and Social Care Life Stages, Essay examples

Macbeth Ambition Essay Example For Students

Macbeth Ambition Essay Ambition Essay What a person craves for herself often determines her fate. The ambition of three characters in the play Macbeth was a key factor in the outcome of their fate, Macbeths ambition for the throne of Scotland, Lady Macbeths ambition for her husband to have power, and Banquos lack of ambition for himself. These intentions all determined the fate of these characters, as well as the outcome of the play. Being named Thane of Cawdor after absorbing the three witches prophesies prompted Macbeths sole ambition to have the throne of Scotland for himself. Macbeth is somewhat uneasy to the fact that he feels that he wants fate alone to hand him the throne, rather than killing Duncan himself to inherit it. (If chance will have me king, why, chance may crown me, without my stir. Act 1, Scene 3, Lines 154-156) Macbeth contemplates the idea of killing Duncan even as he is saluting Duncan at Duncans palace. Macbeths urge to exterminate Duncan increases when Duncan names Malcolm the Princ e of Cumberland, the heir to the Scottish throne. Macbeths ambition strengthens because he pleads to the stars (his destiny) to make his plan a reality. (Stars, hide your fires; Let not light see my black and deep desires: The eye wink at the hand! yet let that be, which the eye fears, when it is done, to see. Act 1, Scene 4, Lines 57-60) During the banquet held at Macbeths castle at Inverness in honor of Duncan, Macbeths ambition changes. He contemplates his wicked plan of executing Duncan and arrives at the conclusion of not allowing his plan to fall through. Lady Macbeth scorns Macbeth when she hears of his change of plans. She becomes successful in altering his ambition. Macbeth later slaughters Duncan, and inherits the throne of Scotland as he had previously planned. Along with the crown, Macbeth inherits a ruthless, immoral character that corrupts him to his downfall. This happens because of Macbeths ambition for the throne, an ambition that he will do anything in order to beh old. Lady Macbeth wants Macbeth to be a great and powerful man. She loves Macbeth, and her only ambition is to help him gain the throne of Scotland. She craves this to the extent that she pleads to all of the evil spirits to replace her nourishment with ruthlessness. Lady Macbeth thinks that Macbeth will be less of a person if he does not steal the Scottish throne. She late dubs him a coward for not wanting to carry out their murder plan. (Was the hope drunk Wherein you dresss yourself? hath it slept since? And wakes in now, to look so green and pale At what it did so freely? From this time Such I account thy love, art thou afraid To be the same in thy own act and valour As though art in desire? Wouldst thou have that which thou esteemt the ornament of life, And live a coward in thire own esteem,. Act 1, Scene 7, lines 38-46). The ambitions of Banquo are much more simple and paradox than that of Macbeth and Lady Macbeth. Though Banquo was curious when it concerned the witches prophe sy, he was reluctant to believe it. Banquo was much more simple, honest, and harmless in character. He did not challenge his own fate like Macbeth and Lady Macbeth, therefore he did not corrupt himself. Banquo thrusted his ambitions toward leading an orthodox life, and he did not allow other forces to interrupt his ambitions such as the witches, his destiny, greed and so on. (why do you start, and seem to fear things that do not sound so fair? Ithe name of truth, Are ye fantastical, or that indeed which outwardly show? My noble partner You greet with present grace and great prediction of noble having, and of royal hope, That he seems rapt withal; to me you speak not: If you can look into the seeds of time, And say which grain will grow and which will not, Speak to me, who neither not by fear Your favours nor your hate. Act 1, Scene 3, Lines 54-64) Banquo was skeptical of the witches prophesy, thus prohibiting their spell to penetrate his soul, leaving him pure. Banquos ambitions wer e honest. These three characters all had ambitions which led the way to their fate. Macbeths and Lady Macbeths greedy ambitions led them to failure, while on the other hand, Banquos pure ambitions led him to victory despite his ruthless murder. Banquos heirs will have the throne of Scotland, and Banquo died an honest man. .ufa5d1a0c5effd8a4aad444546b7440b5 , .ufa5d1a0c5effd8a4aad444546b7440b5 .postImageUrl , .ufa5d1a0c5effd8a4aad444546b7440b5 .centered-text-area { min-height: 80px; position: relative; } .ufa5d1a0c5effd8a4aad444546b7440b5 , .ufa5d1a0c5effd8a4aad444546b7440b5:hover , .ufa5d1a0c5effd8a4aad444546b7440b5:visited , .ufa5d1a0c5effd8a4aad444546b7440b5:active { border:0!important; } .ufa5d1a0c5effd8a4aad444546b7440b5 .clearfix:after { content: ""; display: table; clear: both; } .ufa5d1a0c5effd8a4aad444546b7440b5 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ufa5d1a0c5effd8a4aad444546b7440b5:active , .ufa5d1a0c5effd8a4aad444546b7440b5:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ufa5d1a0c5effd8a4aad444546b7440b5 .centered-text-area { width: 100%; position: relative ; } .ufa5d1a0c5effd8a4aad444546b7440b5 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ufa5d1a0c5effd8a4aad444546b7440b5 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ufa5d1a0c5effd8a4aad444546b7440b5 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ufa5d1a0c5effd8a4aad444546b7440b5:hover .ctaButton { background-color: #34495E!important; } .ufa5d1a0c5effd8a4aad444546b7440b5 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ufa5d1a0c5effd8a4aad444546b7440b5 .ufa5d1a0c5effd8a4aad444546b7440b5-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ufa5d1a0c5effd8a4aad444546b7440b5:after { content: ""; display: block; clear: both; } READ: Cultural Conservation Essay