What is the Competing Values Framework? Explanation

The Competing Values Framework given by Robert Quinn and Rohrbaugh is a theory that was created initially from research done on the main indicators of efficient organizations. On the basis of statistical analyses of a broad list of efficiency indicators, Quinn and Rohrbaugh (1983) found two main dimensions underlying conceptions of effectiveness.

Competing Values in Organizational Effectiveness

• The first dimension is connected to organizational focus, from an inside emphasis on the well-being and growth of people in the organization towards an outside focus on the well-being and growth of the organization itself. 

• The second dimension distinguishes the organizational preference for structure and presents the contrast between stability and control and also in flexibility and change. Combine the two dimensions create four quadrants. 

The Competing Values Framework got its name as the criteria in the four models firstly seem to take conflicting messages. Organizations should be adaptable and flexible, but we need them at the same time to be steady and controlled. A paradox.

Every quadrant of the framework presents one of four main models of organization and management theory (Quinn 1988):

1. Human Relations Model. It puts a lot of emphasis on flexibility and internal focus. It stresses morale, cohesion, and human resources development as criterion for effectiveness. 

2. Open Systems Model. This model emphasizes on flexibility and external focus, and also stresses growth, readiness, resource acquisition and outside support. 

3. Rational Goal Model. This model emphasizes control and an external focus. It concerns with goal setting, planning, productivity and efficiency as being efficient. 

4. Internal Process Model. This model emphasizes control and an interior focus, and stresses the role of communication, information management, stability and control.