Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework by Kim S. Cameron, Robert E. Quinn

Organizational culture is an important factor in determining the success or failure of a business. It can affect the morale of employees, their productivity and customer satisfaction. In his book Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Kim S. Cameron provides a comprehensive guide for organizational leaders on the dynamics of healthy and dysfunctional cultures, and how to make effective changes to them.

The Competing Values Framework (CVF) is an empirical tool Cameron developed for diagnosing and changing organizational culture. It relies heavily on empirical research to allow organizational leaders to identify the four core types of organizational cultures – Clan, Adhocracy, Market and Hierarchy. Each of these cultures is defined by their own set of values and dynamics, which can vary across organizations. Through his book, Cameron helps leaders reflect on their organizational culture and move towards a more successful environment.

The first step to making changes to organizational culture according to the CVF is to assess it. Cameron begins by discussing the need to set a clear vision for the organization and to identify its core values. He then offers advice on how to assess the organization's culture through surveys, interviews and observations. He further recommends using organizational diagnostic tools, such as the Competing Values Instrument, to gain an even more in-depth understanding of the current culture.

Once the organization’s culture has been assessed, leaders must then make changes to it. Cameron provides detailed guidance on how to do this, which includes setting a clear vision and strategies for motivating and engaging the workforce, improving communication and developing teams. In addition, leaders should focus on creating a culture of trust, enabling open dialogue and encouraging collaboration between team members.

Cameron then discusses how to implement change in the organization’s culture successfully. He outlines various techniques, such as participative change, incremental change, planned change, emergence and organizational development. Cameron further touches on important topics such as managing resistance, aligning structures and using a variety of methods to enable change.

Cameron’s book is an invaluable resource for organizational leaders who wish to identify and make changes to the culture of their organization. It provides an easily accessible insight into the Competing Values Framework and outlines a step-by-step process of how to assess, analyze and improve the culture of a business. With its detailed advice and case studies, Cameron’s book is an ideal reference for anyone looking to build a successful and healthy organizational culture.