Moving Beyond the Single-Solution Perspective: The Competing Values Approach as a Diagnostic Tool

Abstract

One of the most important elements of the analysis and change process is the theoretical framework that is brought to the diagnostic task. The framework guides the selection of questions that are asked and the conclusions that are reached, and it greatly influences the selection of change strategies and, thus, the eventual outcome of the intervention. In this paper we argue that the practice of organization development has suffered because of single-solution frameworks. In responding to this problem, the paper reviews a recent program of empirical research and proposes a new diagnostic framework. It is argued that the new framework not only reflects the comprehensive theoretical literature but also makes clear those potentially conflicting values that undergird the diagnostic process.

Liderança e gestão da qualidade – um estudo correlacional entre estilos de liderança e princípios da gestão da qualidade

“…In the last two decades of the 20th century, Quinn developed and adapted the Competing Values Framework (CVF) model to explain the various roles required for personal effectiveness in complex organizational environments (Quinn, 1988;Quinn & Mcgrath, 1982;Quinn & Rohrbaugh, 1983).…”

Challenges facing small-firm managers in growing manufacturing firms

“…The idea of seeing the phenomena as situational is also present in the leadership literature, where the general implication is that effective managers have the ability to both conceive and perform multiple and conceptually contradictory roles (Quinn et al 1982;Denison et al 1995;Hooijberg 1996), and which presents a more comprehensive way to describe the work of the managers.…”

The competing values approach to organizational effectiveness: A tool for agency administrators

“…Ration* Goal Model Figure 1: A Two-Dimensional View of the Competing Values Framework (Quinn & McGrath, 1982) development and training as ends. The two sets of performance criteria in the lower left quadrant, defined by stability and an internal focus, are information management and communication as means, and stability and control as ends.…”

“…On the other hand, each model has one other model with which it shares no core dimension and no general value and, as a consequence, it tends to be dramatically different from that opposite model. The view of organizations suggested by the Competing Values Approach is more comprehensive than many of the more popular diagnostic tools currently available (Quinn & McGrath, 1982) because it not only incorporates more criteria than other schemes, but it also embeds them in contradictory or competing values. All of the quadrants portrayed in Figure 1 are important, and to ignore any one of the models results in obtaining only a partial picture of an organization's performance.…”