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An Introduction to the Competing Values Framework

An Introduction to theCompeting Values Framework by: Kim Cameron, PhD2An Introduction to the Competing Values Framework / Competing Values FRAMEWORKThe Competing Values Framework was de-veloped initially from research conducted by University of Michigan faculty members on the major indicators of effective organizational per-formance. It has been found to be an extremely useful model for organizing and understanding a wide variety of organizational and individual phenomena, including theories of organiza-tional effectiveness, leadership competencies, organizational culture, organizational design, stages of life cycle development, organizational quality, leadership roles, financial strategy, information processing, and brain functioning. The robustness of the Framework is one of its greatest strengths.

Framework. The specific leadership tools and techniques that receive emphasis with leader-ship groups are often determined by the orga-nization’s own culture, aspirations for change, competencies of the senior leadership team, or the data feedback that individuals receive from various assessments. For example, tools and techniques such as

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