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Competing Values Framework

The Competing Value Framework (CVF) is a theoretical model published by Robert Quinn and John Rohrbaugh in 1983 regarding organizational performance. It has

The framework is designed to show how different motivations, mentalities and preferences interact within an organization, creating tensions and harmony at the same time.

The CVF is made up of two spectrums which form quadrants. The horizontal axis shows the organizational preference for structure, going from “stability and control” to “flexibility and change”. The vertical axis shows the organizations focus, which has internal emphasis—the development and well being of people in the organization—on top and external emphasis—the development and well being of the organization itself—on the bottom.

As seen in the picture, the spectrums create quandrants with identifiable characteristics based on organizational preference and focus (see picture) that have been labeled Collaborate, Create, Compete, Control. The quadrant a person or group belong in depends on how they evaluate organizations, process information, learn about their surroundings, prioritize activities, and lead others. The framework captures what activities people think of as productive or good—the basic values of an organization.

An organization will typically have all four quadrants represented by its employees, who inherently prioritize tasks differently. How people with these “competing values” interact determines the overall productivity of the organization. The CVF is a tool to help organizations appreciate conflicting values and integrate them successfully so that the organization is open to collaboration and growth.

The CVF is used by hundreds of companies around the world as a means of understanding culture and facilitating change.