Robert Quinn, Kim Cameron
Sergio Caredda
Cameron, K. S., & Quinn, R. (2005). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. John Wiley & Sons.
Description:
The Competing Values Framework (CVF) was developed by Robert Quinn, Kim Cameron, and other Michigan faculty, and has been widely adopted and is often at the basis of several other models.
The CVF acknowledges a fundamental paradox of leadership that is tied to two key tensions found in all organizations: teams, and individuals (Cameron and Quinn, 2005). The first is the need to foster things like collaboration, harmony, and positive relationships (yellow) on the one hand, and the competing need to drive effort, goal achievement, and results (blue) on the other. The second is the urgency with which leaders must establish stability, control, and integration (red), while at the same time aggressively pursuing innovation, change, and learning (green).
Navigating these fundamental tensions and achieving the appropriate balance is the key role of leadership. The four types crystallise several different consequences from a Cultural point of view, but also in terms of Leadership styles and Effectiveness Theory within their organisations.
The Competing Value Framework for Culture, Leadership and Value Drivers (Cameron, 2011)
In 2014 a book by the same authors addressed these more in detail: Competing Values Leadership.
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Other Sources:
![The competing values framework & Culture Contract [Quinn & NOBL]](https://images.spr.so/cdn-cgi/imagedelivery/j42No7y-dcokJuNgXeA0ig/37de0d09-8aee-4f3f-9759-22d3d213183c/1*gzmNb8vlWZrW8Tv6oZFSKg/w=1920,quality=90,fit=scale-down)
