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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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