Context - Culture model

The Culture model on the "Environment - Culture" page shows how cultural values are competing within the organization as per the Quinn & Cameron competing values framework.
The page shows one large chart on the left and several smaller charts on the right. Each chart consists of a horizontal and vertical axis and two quadrangle shapes. 
The chart on the left shows the average of the six individual charts (on the right) that make up the competing values framework.

Purpose

Reworc considers it important that employees are well supported across the board. Therefore, an analysis of the perception of the effectiveness of the organization is part of WorkNavigator Dashboard.

The perception of the effectiveness of the organization is based on the following questions from the theory of competitive values, a practical tool that has helped many organizations, was developed initially on the basis of research into the main indicators of effective organizations. There are two main dimensions that underpin conceptions of effectiveness. The first dimension is related to organizational focus, from an internal emphasis on the well-being and development of people in the organization to an external focus on the well-being and development of the organization itself. The second dimension distinguishes organizational preference for structure and represents the contrast between stability and control versus flexibility and change. Together, the two dimensions form four quadrants. The Competitive Values framework gets its name from the criteria within the four models that initially appear to be contradictory. Organizations must be adaptable and flexible, but we also want them to be stable and controlled at the same time. A paradox.

By giving points to a sentence that addresses an aspect of effectiveness in the here and now and then how the distribution of points must be in order to be a much more effective organization in a few years, a difference is created. What this difference looks like gives a clear direction to the way in which the working environment, not only physical things such as furniture and walls, but also organizational matters such as the way we deal with those things, the working agreements and guidelines. With the answers to the following 6 fairly difficult questions, it is possible to develop a working environment together that optimally supports the organization.

If the two quadrangles don’t overlap the culture is not aligned. The research of Quinn and Cameron shows that culture in a successful organization is aligned. A gap of more than 5 points on any of the four quadrants usually indicates that it is advisable to address the competing values in the organization.

The Axes

Horizontal axis: represents the organizational focus. It ranges from “Internal capability” at the left to “External opportunity” at the right.
Vertical axis: represents the organizational preference for structure. It ranges from “Flexibility and discretion” at the top to “Stability and control” at the bottom.

The four quadrants (cultural types)

• Collaboration - Clan (The top-left quadrant)
  The Collaboration culture has less focus on structure and control and a greater concern for flexibility. Rather than strict rules and procedures, people are driven through vision, shared goals, outputs, and outcomes. In contrast to Compete cultures, Collaboration cultures often have flat organizations, and people and teams act more autonomously. It has an inward focus and a sense of family and people work well together, strongly driven by loyalty to one another and the shared cause. Rules, although not necessarily documented, do still exist and are often communicated and inculcated socially. Clan leaders act in a facilitative, supportive way and may take on a parental role.

  Communication implications for Collaboration culture types:

  • Talk about personal experiences
  • Tell stories
  • Smile
  • Express emotions
  • Put the person at ease
  • Think out loud
  • Use nonverbal gestures
  • Acknowledge the role of intuition
  • Recognize important spiritual symbols
• Create - Adhocracy (The top-right quadrant)

  The Create culture type has even greater independence and flexibility than the Collaboration culture type, which is necessary for a rapidly changing business climate. Where market success goes to those with the greatest speed and adaptability, the Create culture will rapidly form teams to face new challenges. It will use prototyping and experimenting rather than long, big-bang projects and development. Leaders in an adhocracy are visionary, innovative entrepreneurs who take calculated risks to make significant gains.

  Communication implications for Create culture types:

  • Be enthusiastic and energetic
  • Look at the big picture
  • Expect to be interrupted in mid-sentence
  • Draw concepts
  • Use metaphors
  • Look at the future
  • Make it conceptually sound and clear
  • Ask open-ended questions
  • Explore how the pieces fit together
• Compete - Market (The bottom-right quadrant)

  The Compete culture type also seeks control but does so by looking outward, and in particular taking note of transaction cost. Note that the Compete culture is not one which is focused just on marketing, but one where all transactions, internal and external are viewed in market terms. Transactions are exchanges of value. In an efficient market organization, value flows between people and stakeholders with minimal cost and delay. Compete cultures are outward-looking, are particularly driven by results, and are often very competitive. Leaders in market cultures are often hard-driving competitors who seek always to deliver the goods.

  Communication implications for Compete culture types:

  • Get to the point and summarize
  • Be logical and analytical
  • Critically confront the downside
  • Use quantifiable facts to illustrate points
  • Be very matter-of-fact
  • Don't get emotional
  • Show personal ownership
  • Demonstrate a bias towards action
• Control - Hierarchy (The bottom-left quadrant)

  The Control culture type has a traditional approach to structure and control that flows from a strict chain of command as in Max Weber's original view of bureaucracy. For many years, this was considered the only effective way of organizing and is still a basic element of the vast majority of organizations. Control cultures have respect for position and power. They often have well-defined policies, processes, and procedures. Control leaders are typically coordinators and organizers who keep a close eye on what is happening.

  Communication implications for Control culture types:

  • Provide detail
  • Be neat and on time
  • Follow the rules
  • Explain in sequential order
  • Conform to accepted esprit de corps
  • Ask close-ended questions
  • Provide detailed data
  • Demonstrate how it works

Categories

The six charts on the right show the categories of the competing values framework.

• Organizational characteristics
• Organizational Leadership
• Management of employees
• Organizational glue
• Strategic emphasis
• Criteria of success.

Series

Red quadrangle: How the competing values in the organization are currently perceived.
Blue quadrangle: How the competing values in the organization should be in the future to be very successful.

See also

1. Externe links of boeken