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Competing Values Framework in Cultures

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Schein & Schein (2017) note that organizational culture becomes increasingly difficult to change as time progresses. This is due to the deeply ingrained habits, norms, and values that solidify over time (Schein & Schein, 2017, p.115). However, Cameron and Quinn (2011) propose that change is possible, even in the face of incongruences, through a transformation process that involves diagnosis, intervention, and monitoring (Cameron & Quinn, 2011, p.156). Strategies for cultural change without compromising values and ethics must consider several factors.

First, they should focus on leveraging existing positive aspects of the culture to drive change (Coyle, 2018, p.72). This can involve identifying and promoting practices that align with the desired organizational culture while aligning with existing values and ethics. Second, as Sinek (2009) argued, effective communication is vital in inspiring action toward the desired culture (Sinek, 2009, p.99). It involves articulating a vision for the future culture backed by the organization's core values and ethics. Third, the urgency for change must be established, as Kotter (2012) suggested, which might involve revealing discrepancies between the current and desired culture or highlighting the potential dangers of maintaining the status quo (Kotter, 2012, p.46).

To discern whether the culture or the people need to change, one needs to evaluate the root cause of incongruences. If they stem from systemic issues within the organizational culture, then it would be more appropriate to initiate cultural change. However, if specific individuals or groups contradict a generally functional and positive organizational culture, then people-focused interventions may be necessary (Cameron & Quinn, 2011, p.160). Regarding scriptural support, Proverbs 29:18 asserts, "Where there is no vision, the people perish." As such, it reinforces the need for a clear, communicated vision for change (Sinek, 2014, p.85). Additionally, in 1 Corinthians 14:33, it is stated, "For God is not the author of confusion, but of peace," implying that change should be systematic and not chaotic, reflecting Kotter's (2012) principle of establishing urgency without inducing panic (Kotter, 2012, p.46).

References

Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.

Coyle, D. (2018). The Culture Code: The Secrets of Highly Successful Groups. Bantam Books.

Kotter, J. P. (2012). Leading Change. Harvard Business Press.

Schein, E. H., & Schein, P. A. (2017). Organizational Culture and Leadership. John Wiley & Sons.

Sinek, S. (2009). Start with Why: How Great Leaders Inspire Everyone to Take Action. Portfolio.

Sinek, S. (2014). Leaders Eat Last: Why Some Teams Pull Together and Others Don't. Portfolio.