Creating Value in Organizations
Chapter 9: Conclusions About the Structure of Value
In this book we have explained the Competing Values Framework as a value creation tool. The framework was originally developed in the scholarly organizational studies literature as a way to evaluate organizational eﬀectiveness, organization culture, and individual leadership behavior. We have signiﬁcantly extended the implications of the framework, however, to encompass various forms of value creation in organizations. The key insight of the Competing Values Framework is that value creation requires recognizing the inherent tensions that exist in diﬀerent forms of value creation, and that focusing too little or too much in a particular value creation quadrant will impede eﬀective value creation. It is quite common, however, for organizations to fall into the trap of either focusing inadequately or excessively on one quadrant at the expense of other quadrants. As shown in Figure 9.1, this leads to predictable problems. Figure 9.1 suggests that an under-emphasis or ignoring any of the quadrants leads to disastrous consequences. On the other hand, an over-emphasis in any of the quadrants, especially at the exclusion of its opposite competing quadrant, also leads to negative outcomes. For example, ignoring relationships, human development, and teamwork in the Collaborate quadrant will lead, over time, to ‘slow death’(Quinn, 1996), or the loss of commitment, engagement, and energy in a system. Employees become unattached and uncaring, and the organization dwindles. However, it is also possible to go overboard in emphasizing the Collaborate quadrant by, for example, excessive discussion where no conclusions or actions result, unproductive...
You are not authenticated to view the full text of this chapter or article.