Cameron, K. and Quinn, R. 2011. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. San Francisco, CA: Jossey-Bass.
The Competing Values Framework (CVF) model below is a useful tool for understanding and characterizing organizational behaviors and beliefs. Based on organizational effectiveness research, by Cameron et al., the CVF is organized along two major dimensions: Organizational focus (internal vs. external) and Versatility (stability vs. flexibility). Together, these two dimensions create four quadrants of effectiveness indicators (i.e., what people think is most important in an organization’s performance). These beliefs can be mapped to each quadrant based on weight, and the resulting graph represents what is most valued in an organization. When planning a change initiative, it is important for leaders to understand what behaviors and values they are seeking to change to get the behavioral results they seek. Referring to the CVF can help leaders understand the cultural shifts may be required for such a change.