Competing Values Leadership
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Competing Values Leadership

Creating Value in Organizations

Kim S. Cameron, Robert E. Quinn, Jeff DeGraff and Anjan V. Thakor

Creating value in a firm is an enormously complex endeavor. Yet, despite its complexity, value creation is the objective of every enterprise, every worker, and every leader. The Competing Values Framework can help leaders understand more deeply and act more effectively. In the first book to comprehensively present this framework, the authors discuss its core elements and focus attention on rethinking the notion of value. They emphasize specific tools and techniques leaders can use to institute sustainable change.
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Chapter 3: The Quadrants in the Competing Values Framework

Kim S. Cameron, Robert E. Quinn, Jeff DeGraff and Anjan V. Thakor


It is not news that we live in a dynamic, turbulent, chaotic world. Almost no one would try to predict with any degree of certainty what the world will be like in ten years. Things change too fast. We know that the technology currently exists, for example, to put the equivalent of a full-size computer in a wristwatch, or inject the equivalent of a laptop computer into the bloodstream. New computers will probably be etched on molecules instead of silicone wafers. The mapping of the human genome is probably the greatest source for change, for not only can we now change a banana into an agent to inoculate people against malaria, but new organ development and physiological regulation promises to dramatically alter population life styles. Who can predict the changes that will result? Thus, not only is change currently ubiquitous and constant, but almost everyone predicts that it will escalate exponentially. The trouble is, when everything is changing, it is impossible to manage change. Let’s say you’re flying an airplane, for example, moving through the air. Everything is changing. You’re constantly moving. The trouble is, it is impossible to guide the plane unless you can find a fixed point, something that doesn’t change. You cannot control the plane if everything is in motion. Consider the last flight of John Kennedy, Jr., for example, who began to fly at dusk up the New England coast. He lost sight of land and, because it got dark, of the horizon line as well....

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