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Competing Values Model

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Competing Values Model

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    1. 1 Competing Values Model Content based on the work of Robert E. Quinn (1988), in Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance. Presentation materials drawn from work by Pamela Johnson, PhD. & Shelly Drogin, PhD, Leadership Institute of Seattle.

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    3. 3 Janusian Thinking and Mastery Early on, contradictions lead to confusion and uncertainty. Further on, contradictions lead to rational tradeoffs. Eventually, one develops multiple frames to apply to complex situations. One increases one’s tolerance for ambiguity and engagement of contradiction. That is the essence of “Janusian” thinking – the world of “Both/And” rather than “Either/Or”

    4. 4 Paradoxes of Organizing & Leading Need internal focus and integration... ... And also external focus and differentiation. Need for stability/continuity... ... And also adaptability and discretion. Need for focus on task, productivity, goal achievement... ... And also for social system maintenance. Need for predictability, order, reliability... ... And also for adaptability and change.

    5. 5 Competing Values

    6. 6 Valuing Adhocracy

    7. 7 Valuing Hierarchy

    8. 8 Hierarchy and Adhocracy Values

    9. 9 Market Values

    10. 10 Clan Values

    11. 11 Clan and Market Values

    12. 12 Organizational Effectiveness

    13. 13 Management Skills

    14. 14 Self-Organize Go to the corner where you see yourself drawn most often Where do you find yourself relative to your peers? How does looking at your management values help frame how you look at your own strengths and weaknesses? How do your own management values frame how you look at your manager?

    15. 15 Leadership Styles And Values

    16. 16 Style of Leadership: Adhocracy Innovator: Very clever and creative. This person envisions change. Influence is based on anticipation of a better future and generating hope in others. Innovation and adaptation are actively pursued. Visionary: Future oriented in thinking. Focuses on where the organization is going and emphasizes possibilities and probabilities. Strategic direction and continuous improvement of current activities is the hallmark of this style.

    17. 17 Style of Leadership: Hierarchy Monitor: Technically expert and well informed. Keeps track of all details and contributes expertise. Influence is based on information control. Tracks compliance with rules, policies, procedures; oriented to documentation, technical analysis and logical problem solving. Coordinator: Maintains structure and control of the work. Influence is based on managing schedules, giving assignments, physical layout, liaising between groups or functions. Stability and control are actively pursued.

    18. 18 Style of Leadership: Market Producer: Very task-oriented and work-focused. This person gets things done through hard-work. Encourages employees to accept responsibility and complete assignments. Influence is based on intensity and rational arguments around accomplishing things. Productivity is pursued. Director: Highly decisive. Actively pursues goals, targets, measurable results. Influence through planning, goal setting, results-orientation. Energized by competitive situations with focus on external competitors and marketplace position.

    19. 19 Market Style: Clan Facilitator: Oriented to people and process. Manages conflict and seeks consensus. Builds cohesion and teamwork. Influence based on involving people in decision making and problem solving. Participation and openness are actively pursued. Mentor: Caring and empathetic – listens, supports legitimate requests, conveys appreciation. Provides feedback, helps with personal and professional development of human resources. Influence is based on mutual respect and trust. Morale and commitment are actively pursued.

    20. 20 Self-Assessment Fill out the Competing Values questionnaire. Enter your answers on the charts. Does the diagram match your personal belief about how you see yourself? (e.g.: do you find it credible, accurate, or valuable?) Solicit feedback from your peers. What does it mean if their views of your leadership style diverge? What does it mean if their views of your leadership style converge?

    21. 21 The Positive and Negative Zones

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