Do you know which organisational culture is best suited for you? In which culture would you stand the best chance of surviving, and thriving? Quinn’s Competing Values Framework, one of the most useful frameworks used by businesses globally to identify what makes an organisation effective, can help identify the best organisational culture for you.
This framework uses two dimensions. The first deals with flexibility and consistency in methods, ie some cultures prefer stable, predictable and consistent methods to be effective, while others emphasise flexibility, adaptability and transformation to be effective. The second deals with internal and external orientation – some cultures prefer to look at internal integration and collaboration while others prefer to look at external competition and rivalry. Taken together, all these dimensions form four quadrants, each representing distinct organisational culture and individual competencies to be pursued for effectiveness and results. But what are the four distinct cultures that emerge from this framework, and which type of individuals would be best suited for each?
The ‘hierarchy culture’ prefers a stable, predictable and structured environment. This culture is effective in large companies where a uniform way of working is needed. It is best suited for people who prefer to work within set rules and guidelines, and are willing to navigate hierarchy layers of management, even if it borders on bureaucracy. Such employees prefer to follow an established chain of command, and do not mind not having the flexibility to undertake a task as they wish to. They prefer timeliness, conformity and the adherence to established processes to complete any task. People are willing to often test to process control and quality tools to measure and monitor their efficiency. The senior management uses its position to manage the staff and get the work done.
On the other hand, the ‘AdHocracy culture’ prefers a flexible, adaptable and transformational environment. This is effective in new companies where an inventive way of working is needed for pursuing growth. It is best suited for people who want to experiment with new creative ideas while responding quickly to external changes. It calls for constant change and innovation, and building new-standards. Such employees do not mind a disorganised working environment, and are willing to take the occasional calculated risks to get the project done and creating client delight. Such people like to keep themselves up-to-date on new changes. The senior management is dynamic and entrepreneurial in its search for growth, and likes its employees to show the same vein. Since it focuses on innovation, it is best for people who do not mind experimentation.
The ‘market culture’ prefers to look at external competition and rivalry. This culture is effective in companies where a disproportionate degree of external relationships have to be initiated and cultivated to improve competitiveness. It is best suited for people who can easily build relationships and work with outside stakeholders, be it clients, suppliers, regulators, investors or any external party. Such people are result-oriented, sometimes aggressively so. They prefer to think of customer preferences more than organisational preferences. Their way of working is customer-driven, rather than organisation-driven. Since this culture focuses on competitiveness and productivity, it often produces better financial outcomes, and so is best for people who are primarily motivated by this.
On the other hand, the ‘clan culture’ prefers internal integration and collaboration. This is effective in companies that use a paternalistic, nurturing and mentoring style of leadership. It is best suited for people who prefer mutual support and participation as a way of working. They like to work in a more family-type environment. They value employee development as a perk. Such people prefer open-communication channels, team-work and employee consensus. The senior management expects loyalty and shared goals, given its investment into building a cohesive unit. Since it focuses on doing things together, it often produces better worker satisfaction and morale, and so is best for people who are motivated by this.
While each organisation has its specific culture, the same organisation may house different cultures depending on the specific business or project. People have to identify those businesses and projects to see which one fits their sweet-spot. Management gurus advocate that every person should work in all cultures for all-round development and contribution, but it may be best to stick to one’s sweet-spot, just like an economy sticks to its competitive advantage. That produces the maximum and quickest results down the line, both for the business and the individual!
This article was originally published here.