Diagnosing Culture: Post #1--Overview

Overview Kim Cameron and Robert Quinn, colleagues at the University of Michigan’s Ross Business School, have created a change model for the ages. Their Competing Values Framework (CVF) is used extensively by organizations, consultants and other change agents. Business is hyper-charged with change, and failure rates of corporate change are as high as 70%—caused by ignoring culture. Research indicates that profitability is predicted by certain market forces like high barriers to entry, having a large market share, and other elements traditionally offered as reasons for success. However, the authors note that Southwest Airlines, Apple, Walgreens, Walmart, and Pixar had none of these but still succeeded. What made the difference? Their organizational culture—their company values, personal beliefs, and vision, not market forces. Great corporate culture reduces uncertainty, increases social stability, and develops values, norms, commitment and a vision for all member generations to strive toward. Culture impacts mightily on employee morale, commitment, productivity and other key indicators. Finally, culture and corporate change is joined at the hip to individual change. No change in leaders, no culture change. 

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework by Kim S. Cameron and Robert E Quinn (Third edition, Jossey-Bass 2011); reviewed by Steve Gladis
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