Competing Values Model

1
Competing Values Model

• Content based on the work of Robert E. Quinn
  (1988), in Beyond Rational Management Mastering
  the Paradoxes and Competing Demands of High
  Performance.
• Presentation materials drawn from work by Pamela
  Johnson, PhD. Shelly Drogin, PhD, Leadership
  Institute of Seattle.

2
Paradoxes of Organizing Leading

• Need for predictability, order,
  reliability...... But also for adaptability and
  change.
• Need for focus on task, productivity, goal
  achievement...... But also for social system
  maintenance.
• Need for stability/continuity...... But also
  adaptability and discretion.
• Need internal focus and integration...... But
  also external focus and differentiation.

3
Janusian Thinking and Mastery

• Early on, contradictions lead to confusion and
  uncertainty.
• Further on, contradictions lead to rational
  tradeoffs.
• Eventually, one develops multiple frames to apply
  to complex situations.
• One increases ones tolerance for ambiguity and
  engagement of contradiction.
• That is the essence of Janusian thinking the
  world of Both/And rather than Either/Or

Janus The god of gates and doors, beginnings and
endings.
4
Paradoxes of Organizing Leading

• Need internal focus and integration...... And
  also external focus and differentiation.
• Need for stability/continuity...... And also
  adaptability and discretion.
• Need for focus on task, productivity, goal
  achievement...... And also for social system
  maintenance.
• Need for predictability, order,
  reliability...... And also for adaptability and
  change.

5
Competing Values
Towards Flexibility and Discretion
Towards External Focus and Differentiation
Towards Internal Focus and Integration
Towards Stability and Control
6
Valuing Adhocracy
Towards Flexibility and Discretion

• Managing Innovation
• Managing the Future
• Managing Continuous Improvement

Towards External Focus and Differentiation
Towards Internal Focus and Integration
Towards Stability and Control
7
Valuing Hierarchy
Towards Flexibility and Discretion
Towards External Focus and Differentiation
Towards Internal Focus and Integration

• Managing Acculturation
• Managing the Control System
• Managing Coordination

Towards Stability and Control
8
Hierarchy and Adhocracy Values
Towards Flexibility and Discretion
Values adaptability, innovation, creativity,
responsiveness to external threats opportunities
Values growth, resource acquisition, external
support
Towards External Focus and Differentiation
Towards Internal Focus and Integration
Values information management, communication,
policies procedures
Values stability, continuity, consistency,
efficiency, standardization, smooth flowing
production
Towards Stability and Control
9
Market Values
Towards Flexibility and Discretion
Towards External Focus and Differentiation
Towards Internal Focus and Integration
Managing Competitiveness Energizing
Employees Managing Customer Focus
Towards Stability and Control
10
Clan Values
Towards Flexibility and Discretion

• Managing Teams
• Managing Interpersonal Relationships
• Managing Development of Others

Towards External Focus and Differentiation
Towards Internal Focus and Integration
Towards Stability and Control
11
Clan and Market Values
Towards Flexibility and Discretion
Value Human Relations Development
Value Teamwork, Cohesion, Morale, Participation
Towards External Focus and Differentiation
Towards Internal Focus and Integration
Value Productivity, Efficiency, Profit/Impact,
Accomplishment
Value Planning, Goal-Setting, Decisiveness,
Control through measurable results
Towards Stability and Control
12
Organizational Effectiveness
Adhocracy
Clan
Innovation New Ideas ?New Markets Customers
? EffectivenessEffectiveness new products,
creative solutions, cutting-edge ideas, growth in
new markets
Participation ? Empowerment Commitment ?
EffectivenessEffectiveness employee morale
satisfaction, HR development
Control ? Efficiency ? EffectivenessEffectivenes
s efficiency, smooth-functioning, predictability
Competition ? Productivity ? EffectivenessEffec
tiveness achieving goals, beating competition,
increasing market share, financial return
Market
Hierarchy
13
Management Skills
Adhocracy
Clan
Managing Innovation Managing the Future Managing
Continuous Improvement
Managing Teams Managing Interpersonal
Relationships Managing Development of Others
Managing Acculturation Managing the Control
System Managing Coordination
Managing Competitiveness Energizing
Employees Managing Customer Focus
Market
Hierarchy
14
Self-Organize

• Go to the corner where you see yourself drawn
  most often
• Where do you find yourself relative to your
  peers?
• How does looking at your management values help
  frame how you look at your own strengths and
  weaknesses?
• How do your own management values frame how you
  look at your manager?

15
Leadership Styles And Values
More Open/Responsive
More Concerned, Supportive
More Inventive, Risk-taking
More Cooperative, Team-oriented
More Dynamic, Competitive
More Conservative, Cautious
More Directive, Goal-oriented
More Structured/Formal
16
Style of Leadership Adhocracy

• Innovator Very clever and creative. This person
  envisions change. Influence is based on
  anticipation of a better future and generating
  hope in others. Innovation and adaptation are
  actively pursued.
• Visionary Future oriented in thinking. Focuses
  on where the organization is going and emphasizes
  possibilities and probabilities. Strategic
  direction and continuous improvement of current
  activities is the hallmark of this style.

17
Style of Leadership Hierarchy

• Monitor Technically expert and well informed.
  Keeps track of all details and contributes
  expertise. Influence is based on information
  control. Tracks compliance with rules, policies,
  procedures oriented to documentation, technical
  analysis and logical problem solving.
• Coordinator Maintains structure and control of
  the work. Influence is based on managing
  schedules, giving assignments, physical layout,
  liaising between groups or functions. Stability
  and control are actively pursued.

18
Style of Leadership Market

• Producer Very task-oriented and work-focused.
  This person gets things done through hard-work.
  Encourages employees to accept responsibility and
  complete assignments. Influence is based on
  intensity and rational arguments around
  accomplishing things. Productivity is pursued.
• Director Highly decisive. Actively pursues
  goals, targets, measurable results. Influence
  through planning, goal setting,
  results-orientation. Energized by competitive
  situations with focus on external competitors and
  marketplace position.

19
Market Style Clan

• Facilitator Oriented to people and process.
  Manages conflict and seeks consensus. Builds
  cohesion and teamwork. Influence based on
  involving people in decision making and problem
  solving. Participation and openness are actively
  pursued.
• Mentor Caring and empathetic listens, supports
  legitimate requests, conveys appreciation.
  Provides feedback, helps with personal and
  professional development of human resources.
  Influence is based on mutual respect and trust.
  Morale and commitment are actively pursued.

20
Self-Assessment
?

• Fill out the Competing Values questionnaire.
• Enter your answers on the charts.
• Does the diagram match your personal belief about
  how you see yourself? (e.g. do you find it
  credible, accurate, or valuable?)
• Solicit feedback from your peers.
• What does it mean if their views of your
  leadership style diverge?
• What does it mean if their views of your
  leadership style converge?

21
The Positive and Negative Zones
The Irresponsible Country Club
PrematureResponsiveness,DisastrousExperimentati
on
The Tumultuous Anarchy
Chaos
ExtremePermissiveness, Uncontrolled Individualism
Innovation,Adaptation,Change
Commitment, Morale, Human Development
InappropriateParticipation,UnproductiveDiscussi
on
Political Expediency, Unprincipled Opportunism
External Sup-port, Resource Acquisition,
Growth
Participation,Openness,Discussion

• Negative Zone
• Unclear Values
• Counteractive Values

ApathyIndifference
BelligerenceHostility
InformationManagement,Documentation
Productivity,Accomplish-ment, Impact
ProceduralSterility,TrivialRigor
Perpetual Exertion, Human Exhaustion
Direction,Goal Clarity,Planning
Stability,Control,Continuity
HabitualPerpetuation,IronboundTradition
Undiscerning Regulation, Blind Dogma
The Frozen Bureaucracy
The Oppressive Sweat Shop
Rigidity