CVF Competing Values Framework
EXTRACTED FROM REFERENCE BELOW
"Originated by Quinn and Rohrbaugh (1983) and Quinn (1988), the Competing Values Framework (CVF) highlights the contradictory nature inherent in organizational environments and the complexity of choices faced by managers when responding to competing tensions using different roles. For example, the innovator and broker roles rely on creativity and communication skills to bring about change and acquire resources necessary for change management. The monitor and coordinator roles are more relevant for maintaining internal consistency and integrating work units. The director and producer roles are geared toward goal setting and meeting performance targets. The facility and mentor roles focus on relations and synergy among organizational members as well as motivating employees and encouraging participation. The framework is also useful in distinguishing the roles that are transformational from roles that are transactional. "
"The CVF points to the need to guard against personal and organizational biases in treating certain roles: When managers focus on certain roles extensively without considering the tradeoffs among other roles the organization may become dysfunctional. Giving priority to certain organizational environments (e.g., internal processes) might impede the accomplishment of goals in other areas (e.g., human relations). Paying special attention to particular roles directs managerial activities and resources away from other value maximizing activities and roles. In the long term, the imbalance is using the roles may create unnecessary conditions of instability" Belasen (2012) (p 55-56).
"Managers who are able to master the paradoxical behaviors and skills associated with all the roles also have the capacity to use a set of adaptive responses to deal with complexity in a variety of situations. The concept of paradox underscores the importance of developing behavioral flexibility and considering the dynamic interplay across the various roles" Belasen (2010) (p 56).
Belasen, A. T. (2012). Developing women leaders in corporate America: Balancing competing demands, transcending traditional boundaries. Santa Barbara, CA: Praeger.