The Competing Values Framework

From a list of thirty-nine indicators of effectiveness for organizations, Cameron and Quinn found two polarities by statistical analysis that make the difference when it comes to organizational effectiveness. Organizations have to choose whether they have:

• Internal focus and integration - or -  External focus and differentiation
• Stability and control - or - Flexibility and discretion

You can't have both polarities for one hundred percent at the same time. Hence, they are competing values. By plotting those two dimensions in a matrix, the Competing Values Framework emerged. Its four quadrants correspond with four Organizational Culture Types that differ strongly on these two dimensions or four values:

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.

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