Introduction to Competing Values Framework

Summary

This video introduces the Competing Values Framework, developed by Robert Quinn and John Rohrbaugh in 1983, to explain organizational culture through two balancing acts: internal vs. external focus and control vs. flexibility. These dynamics create four types of organizational cultures: Adhocracy (innovation), Market-Oriented (competition), Hierarchy (order), and Family (collaboration). The speaker highlights how these cultures compete but must coexist for success. The framework also applies to communication, management, and work styles. Lastly, the Octogram test is introduced as a psychometrically valid tool to measure behaviors and personality traits within this framework.

Takeaways

• 💡 The Competing Values Framework was developed by John Rohrbaugh and Robert Quinn in 1983 to combine various organizational models into one comprehensive framework.
• 🔄 Organizations face two key balancing acts: internal vs. external focus and control vs. flexibility, which shape their overall culture.
• 🚀 The Adhocracy culture is externally focused and values flexibility, innovation, and creativity.
• 🏆 Market-Oriented companies focus on external factors and control, prioritizing competition and profitability.
• 📊 Hierarchical cultures prioritize internal control, focusing on procedures, documentation, and quality.
• 👨‍👩‍👧 Family-oriented cultures focus on internal flexibility, promoting personal growth and cooperation.
• ⚖️ These four organizational cultures often compete with each other, such as Adhocracy (innovation) clashing with Hierarchy (order).
• 💼 To succeed, companies need competence in all these cultural aspects, even if they lean towards one specific type.
• 📚 Robert Quinn’s book, 'Becoming a Master Manager,' applied the Competing Values Framework to describe ideal managerial behavior.
• 🧪 The Octogram Test, developed by Bert Goos and Andre Tjoa, is a psychometrically valid tool for assessing work styles, management styles, and personality through the Competing Values Framework.

Q & A

What is the Competing Values Framework (CVF)?

The Competing Values Framework (CVF) is a model developed by John Rohrbaugh and Robert Quinn in 1983, which integrates various organizational models into one comprehensive framework. It helps to understand organizational culture by identifying two key balancing acts: internal vs. external focus and stability vs. flexibility.

What are the two balancing acts in the CVF?

The two balancing acts are: (1) Internal vs. External Focus: Whether an organization focuses on internal operations or external market demands, and (2) Stability vs. Flexibility: Whether the organization prioritizes control and structure or flexibility and innovation.

What are the four types of organizational culture in the CVF?

The four types of organizational culture in the CVF are: (1) Adhocracy (external focus and flexibility), (2) Market-Oriented (external focus and control), (3) Hierarchy (internal focus and control), and (4) Family (internal focus and flexibility).

How does an Adhocracy culture operate?

An Adhocracy culture is externally focused and values flexibility. It promotes innovation, creativity, and synergy, encouraging new ideas and thinking outside the box.

What characterizes a Market-Oriented culture?

A Market-Oriented culture is externally focused and emphasizes control. It is driven by competition, profitability, and a strong focus on meeting client needs and market demands.

What is the focus of a Hierarchy culture?

A Hierarchy culture is internally focused and prioritizes control. It emphasizes structure, procedures, quality, and the creation of systems and hierarchies to maintain order and incremental improvement.

What defines a Family culture?

A Family culture is internally focused and flexible, emphasizing personal growth, cooperation, and the well-being of employees. It fosters a caring, people-oriented environment within the organization.

How do opposing cultural types in the CVF compete with each other?

Opposing cultural types, such as Adhocracy (innovation) vs. Hierarchy (control) or Family (employee well-being) vs. Market-Oriented (profit focus), pull in different directions. Organizations must balance these opposing forces to be successful across all areas.

What is the significance of Robert Quinn’s book 'Becoming a Master Manager'?

'Becoming a Master Manager' by Robert Quinn applies the Competing Values Framework to managerial behavior, advocating for managers to balance all four cultural quadrants to be effective and cover all aspects of organizational needs.

What is the Octogram Test, and how is it related to the CVF?

The Octogram Test, developed by Bert Goos and Andre Tjoa, is a psychometrically validated test that maps personality traits to the behaviors described in the Competing Values Framework. It helps measure work styles, management styles, and organizational culture through the CVF lens.