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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.

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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.

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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 one’s 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.

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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.

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Competing Values

Towards Flexibility and Discretion

Towards Stability and Control

Towards External Focus and Differentiation

Towards Internal Focus and Integration

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Valuing Adhocracy

Towards Flexibility and Discretion

Towards Stability and Control

Towards External Focus and Differentiation

Towards Internal Focus and Integration

• Managing Innovation

• Managing the Future

• Managing Continuous Improvement

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Valuing Hierarchy

Towards Flexibility and Discretion

Towards Stability and Control

Towards External Focus and Differentiation

Towards Internal Focus and Integration

• Managing Acculturation

• Managing the Control System

• Managing Coordination

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Hierarchy and Adhocracy ValuesTowards Flexibility

and Discretion

Towards Stability and Control

Towards External Focus and Differentiation

Towards Internal Focus and Integration

Values adaptability, innovation, creativity, responsiveness to external threats & opportunities

Values growth, resource acquisition, external support

Values information management, communication, policies & procedures

Values stability, continuity, consistency, efficiency, standardization, smooth flowing production

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Market Values

Towards Flexibility and Discretion

Towards Stability and Control

Towards External Focus and Differentiation

Towards Internal Focus and Integration

Managing Competitiveness

Energizing Employees

Managing Customer Focus

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Clan Values

Towards Flexibility and Discretion

Towards Stability and Control

Towards External Focus and Differentiation

Towards Internal Focus and Integration

• Managing Teams

• Managing Interpersonal Relationships

• Managing Development of Others

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Clan and Market ValuesTowards Flexibility

and Discretion

Towards Stability and Control

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

Value Human Relations Development

Value Teamwork, Cohesion, Morale, Participation

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Organizational EffectivenessAdhocracy

MarketHierarchy

ClanInnovation & New Ideas →New Markets & Customers → Effectiveness

Effectiveness = new products, creative solutions, cutting-edge ideas, growth in new markets

Competition → Productivity → Effectiveness

Effectiveness = achieving goals, beating competition, increasing market share, financial return

Participation → Empowerment & Commitment → Effectiveness

Effectiveness = employee morale & satisfaction, HR development

Control → Efficiency → Effectiveness

Effectiveness = efficiency, smooth-functioning, predictability

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Management Skills

Adhocracy

MarketHierarchy

Clan

Managing Innovation

Managing the Future

Managing Continuous Improvement

Managing Competitiveness

Energizing Employees

Managing Customer Focus

Managing Acculturation

Managing the Control System

Managing Coordination

Managing Teams

Managing Interpersonal Relationships

Managing Development of Others

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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?

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Leadership Styles And ValuesMore Open/Responsive

More Structured/Formal

More Inventive, Risk-taking

More Conservative,

Cautious

More Cooperative, Team-oriented

More Dynamic,

Competitive

More Concerned,

Supportive

More Directive, Goal-oriented

Innovator

Visionary

Coordinator

MonitorProducer

Director

Mentor

Facilitator

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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.

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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.

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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.

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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.

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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?

?

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The Positive and Negative Zones

Direction,Goal Clarity,Planning

Productivity,Accomplish-ment, Impact

Negative Zone

• Unclear Values

• Counteractive Values

Stability,Control,Continuity

InformationManagement,Documentation

External Sup-port, Resource Acquisition, Growth

Innovation,Adaptation,Change

Participation,Openness,Discussion

Commitment, Morale, Human Development

HabitualPerpetuation,IronboundTradition

ProceduralSterility,TrivialRigor

InappropriateParticipation,UnproductiveDiscussion

ExtremePermissiveness, Uncontrolled Individualism

The Frozen Bureaucracy

ApathyIndifference

BelligerenceHostility

The Irresponsible Country Club

PrematureResponsiveness,DisastrousExperimentation

Political Expediency, Unprincipled Opportunism

Perpetual Exertion, Human Exhaustion

Undiscerning Regulation, Blind Dogma

The Oppressive Sweat Shop

The Tumultuous Anarchy

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