The Competing Values Framework
From a list of thirty-nine indicators of effectiveness for organizations, two important dimensions were discovered by statistical analysis. Cameron and Quinn made four quadrants corresponding with the four Organizational Culture Types that differ strongly on these two dimensions, the so-called Competing Values Framework:
- Internal focus and integration VS External focus and differentiation
- Stability and control VS Flexibility and discretion
To the left in the graph, the organization is internally focused: what is important for us, and how do we want to work? To the right the organization is externally focused: what is important for the outside world, the clients, and the market?.
At the top of the graph, the organization desires flexibility and discretion, while at the bottom the organization values the opposite: stability and control.
Give OCAI One a try! We are looking forward to your questions, stories and experiences.
"I conducted a corporate culture workshop for 25 CEOs using the Competing Values Framework. They were quite engaged and many left with strong desires to use the model within their organizations. What I like most about this framework is it creates an opportunity, and provides specific direction, to have meaningful conversations about what organization's need in order to be successful. It creates almost immediate engagement. It's a great tool and I'm a big fan!"
Jeffrey Levy, Director, Center for Strategic Leadership at Dale Carnegie
