Wondering If You Are a Good Fit For Your Organization?
Recently 4 people have asked me that question. There may be something in the air, like ignorance or fear. Here is a quick model for you to determine if you are a good fit for your organization.
The Competing Values Framework (CVF)
Models provide cognitive maps or useful images for self-assessment and consulting. For instance, the competing values framework defines four boxes from two continua: flexibility or control, and internal or external focus (Cameron, 2008). The result is a simple diagnostic model that can be used to assess your organizational culture (see Figure 1).
Figure 1: The Competing Values Framework (Campbell, 2008)
As you read the following descriptions ask yourself these 3 questions:
- What quadrant best describes my organization’s values?
- What quadrant best describes my individual values?
- How can I re-design my life to work in an organization that supports my values?
Organizations with high flexibility/discretion and high external focus and differentiation are adhocracy oriented. These organizations are dynamic, entrepreneurial, people take risks, and they value innovation and experimentation. Leaders in an adhocracy are visionary, risk-tolerant, and innovative. The adhocracy organizations value experimentation, readiness to change, growth, acquisitions, and new products and services. Examples include technology-based disruptors such as Uber, Airbnb, Virgin. The key word is “create.”
Organizations with high stability/control and high external focus and differentiation are hierarchically oriented. These organizations favor structure, coordination, efficiency, and stability. Leaders in a hierarchically-oriented organization are good coordinators, organizers, and efficiency experts. The hierarchical organizations value stability, predictability, efficiency, rules, and policies. Examples include Bank of America, Community Health Systems(CHS), and Hospital Corporation of America (HCA). The key word is “control.”
Organizations with high internal focus/integration and high stability and control are market-oriented. These organizations are results-oriented, value competition, achievement, and performance. Leaders in a market-oriented organization are hard-driving producers, directors, and competitive. They value winning, increased market share, achieving goals and targets, and rewards. Examples include Merrill Lynch, insurance salespeople, and car salespeople. The key word is “compete.”
Organizations with high internal focus/integration and high flexibility/discretion are very personal places, like an extended family, where participation, mentoring and nurturing are encouraged. The leaders in clan-oriented organizations are coaches, mentors, or parent figures. These organizations value loyalty, tradition, collaboration and teamwork. Examples include the United Way, most churches, most nonprofits. The key word is “collaborate.”
So where is your organization? Where are your individual values? These opposite and competing assumptions are useful descriptors of dominant orientations and value sets. But they do not determine behavior. You determine behavior, when you make your choices. Your individual values do not change.
The key executive coaching question is: How can you re-design your life to work in an organization that supports your values?
Frankly, that is why people hire an external consultant as an executive coach. Once we know an organizational culture, then we can predict your individual effectiveness, success of a merger or acquisition, and your individual quality of life.
Then get in touch with me, your Nashville-based leadership and executive coach, at 615.905.1892 or schedule a complimentary leadership coaching session to discuss how you learn best. As your leadership coach, I strive to provide you with the tools to create an impact, rally optimistic coworkers and comrades, as well as maximize group and individual productivity and creation.
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Cameron, K, (2008). A process for changing organization culture. In T. Cummings (Ed.), Handbook of organization development (Ch 5). Thousand Oaks, CA: Sage Publications