An Introduction to The Competing Values Framework
An Introduction to the
Competing Values Framework by: Kim Cameron, PhD
An Introduction to the Competing Values Framework / 11.11
L
DE ONG
VE -T
LO E
PM R
(CLAN)
INTERNAL
Do things together
The opposite kinds of tools or techniques, such as competitiveness, fast response, decisiveness, driving through barriers, or goal achievement, could be highlighted in the lower right quadrant. FLEXIBLE
EXTERNAL
INTERNAL
INTERNAL
COLLABORATE
COMPETE
(MARKET)
S
Do things fast
PE HO
RF RT
OR -
FOCUSED
2
FLEXIBLE
M NT
E
FOCUSED
EXTERNAL
The second dimension differentiates an internal orientation with a focus on integration, collaboration, and unity from an external orientation with a focus on differentiation, competition, and rivalry. For example, some organizations and managers are viewed as effective if they have harmonious internal relationships and processes. Others are judged to be effective
At the University of Michigan, the Competing
Values Framework is used to organize an approach to leadership and management development. Individual leadership competencies, for example, are developed and improved in the context of the organization’s culture, its strategic competencies, financial strategies, pressing problems, and desired outcomes. All of these factors are measured by instruments based on the Competing Values Framework, thus providing an integrated and consistent
For example, tools and techniques such as teamwork, collaboration, talent management, empowerment, or inter-personal relationships could be highlighted in the upper left quadrant.
M
FLEXIBLE
Together these dimensions form four quadrants, each representing a distinct set of organizational and individual factors. They identify, for example, the criteria of effectiveness that must be pursued by organizations, the leadership and managerial competencies that are most effective, the underlying culture of organizations, and so on. What is notable about these four core values is that they represent
Competing Values Framework by: Kim Cameron, PhD
An Introduction to the Competing Values Framework / 11.11
L
DE ONG
VE -T
LO E
PM R
(CLAN)
INTERNAL
Do things together
The opposite kinds of tools or techniques, such as competitiveness, fast response, decisiveness, driving through barriers, or goal achievement, could be highlighted in the lower right quadrant. FLEXIBLE
EXTERNAL
INTERNAL
INTERNAL
COLLABORATE
COMPETE
(MARKET)
S
Do things fast
PE HO
RF RT
OR -
FOCUSED
2
FLEXIBLE
M NT
E
FOCUSED
EXTERNAL
The second dimension differentiates an internal orientation with a focus on integration, collaboration, and unity from an external orientation with a focus on differentiation, competition, and rivalry. For example, some organizations and managers are viewed as effective if they have harmonious internal relationships and processes. Others are judged to be effective
At the University of Michigan, the Competing
Values Framework is used to organize an approach to leadership and management development. Individual leadership competencies, for example, are developed and improved in the context of the organization’s culture, its strategic competencies, financial strategies, pressing problems, and desired outcomes. All of these factors are measured by instruments based on the Competing Values Framework, thus providing an integrated and consistent
For example, tools and techniques such as teamwork, collaboration, talent management, empowerment, or inter-personal relationships could be highlighted in the upper left quadrant.
M
FLEXIBLE
Together these dimensions form four quadrants, each representing a distinct set of organizational and individual factors. They identify, for example, the criteria of effectiveness that must be pursued by organizations, the leadership and managerial competencies that are most effective, the underlying culture of organizations, and so on. What is notable about these four core values is that they represent