Competing Values Framework

The Competing Values Framework was created in 1983 by Robert Quinn and John Rohrbaugh. It looks at individual leadership behaviour and how that behaviour produces competences but more importantly how those competencies produce very specific types of value. Throughout their research, Quinn and Rohrbaugh found out that effective companies are dealing with two balancing acts: focus (some companies were effective when they focused on the internal processes, while others were effective when they maintained a competitive external positioning) and stability (some organizations showed efficiency when they demonstrated flexibility and adaptability while others succeeded because they were run by stability and control).