Blog

Not overplaying our strengths

October 2, 2011

In my last post, I touched briefly on the Competing Values Framework developed by Robert E. Quinn.  Quinn’s research has led him to the conclusion that leaders must be aware of the paradoxes framed in the Competing Values Framework.  For instance, as leaders we must simultaneously instil organizational values for collaboration and effective teaming while emphasizing the need to compete.  We want our organizations to create and innovate, yet we must also have appropriate controls over the resources we use to achieve the outcomes our team is striving for.   This isn’t an easy ask that Quinn and his colleagues are calling out!

Our personal beliefs and values bias us to one or two of the ‘quadrants’ captured by the Competing Values Framework (Collaborate, Create, Compete, Control).

This bias to one or two of the quadrants makes those quadrants a more comfortable or “natural” place for us to lead from.  Taken to an extreme, and not countered by an appropriate emphasis on the other quadrants, our bias as a leader will implicitly and explicitly downplay the value from the other dimensions causing our organization’s effectiveness to suffer. (If the organization’s primary focus is on the alternate dimension).

While we all bring amazing talents to the organizations we lead, Robert E. Quinn’s work on the Competing Values Framework prompts us, as leaders, to ensure that our personal beliefs and assumptions  aren’t impeding the organization’s effectiveness by ‘overplaying’ our strengths.  We are called to open ourselves and be self-aware to the dynamic tension and paradoxes we must address as leaders.  We must simultaneously enable our organizations to:  Collaborate and Compete; Create and Control!  By establishing an appropriate balance across these four dimensions of the Competing Values Framework we will positively impact the performance of the organization’s we lead.  To get there, we must first open ourselves to personal change, self awareness and learn to lead differently!

What are your experiences with Quinn’s Competing Values Framework?

Greg Fieger

 

We help organizations thrive by building strong leadership teams & driving sustainable growth.

Category: Blog

Tags: advice community consulting contractor conversation creativity CSR development diversity economic downtown executive search high performers high performing organizations HR ideas interview interviewing job hunting leaders leadership learning merger news oil and gas optimum talent reading recruitment reflecting search skills stakeholder strangers talent team effectiveness training

Leave a Reply

Your email address will not be published. Required fields are marked *

Acquisition Annoucement

Optimum Talent Announces the Acquisition of Conroy Ross Partners

Read More

OUR BLOG

Shake It: The Art of a Great Handshake

It is said that the practice of shaking hands originated in ancient times to show that you wished for a peaceful interaction and held no weapons in your hands.  Whatever the basis, the handshake has become one of few acceptable forms of physical contact between strangers, and leaves a lasting impression. As someone who shakes…

Read more