Diagnosing And Changing Organizational Culture: Based on the Competing Values Framework

by Kim S. Cameron, Robert E. Quinn

Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.

Genres: Business, Leadership, Management, Nonfiction, Cultural, Academic

242 pages, Paperback

First published August 20, 1998

Reviews

[Andrea Tomasini · Rating 4 out of 5]

A bit to systemic, where one would think culture isn't mechanical. The idea of measuring culture is surely appealing, the approach is sound, but at some point evokes too many mechanical and manufacturing metaphors. My understanding is that this is the original book about the competing value framework, so might be a bit dated. Further reading from Jeff de Graf, confirmed that his approach is quite more sound and flexible. It is definitely a big step ahead of William Schneider, even if in principles the dimensions on which culture is measured are the same.

[Marrije · Rating 4 out of 5]

At times very dry and academic, and then suddenly inspiring and something I / we can act on almost immediately. It's probably more a book to work with than an inspirational reading experience. Also, I'm afraid I'm starting to plan an off-site to diagnose our organizational culture with the team and formulate areas of improvement... #halp

[Joe DeGraaf · Rating 4 out of 5]

A good book in organizational culture change. This is the founding book on the OCAI and offers valuable tools for practitioners and teams.

[Stephen · Rating 5 out of 5]

READ JUN 2012

Classic piece from Cameron and Quinn for understanding cultures, especially in organizations looking to change elements of their culture. The authors maintain that "without culture change, there is little hope of enduring improvement in organizational performance" (p. 13). However, changing culture is very difficult and requires serious commitment over a protracted period of time.

In addition to the content, the book also includes extensive appendices with details about the organizational culture assessment and management skills instruments.

[Misty · Rating 3 out of 5]

Those that like analytics may appreciate Cameron & Quinn's approach to organizational change. Several good change tools, especially for leaders with a scientific disposition.

[Tsetsen Dashtseren · Rating 5 out of 5]

In brief, this is an excellent book, though suited to a rather narrow audience, as it is quite technical and not intended for the general public. The book introduces a highly useful tool for diagnosing organizational culture and offers a framework to support managers in facilitating culture change.

I have not previously encountered such a systematic description of organizational culture combined with a diagnostic tool. Most definitions I’ve come across were either vague or overly abstract, whereas this book provides a practical and concrete definition. It also offers detailed, step-by-step guidance for diagnosing culture, which makes it especially valuable for consultants, academics, students, and managers with a specific interest in organizational change.

That said, from my subjective perspective, the book does not provide direct solutions for those struggling with implementation or searching for practical answers. Some may argue that was never the author’s intention—and I would agree. Nevertheless, it remains a very worthwhile read for managers and anyone seeking to deepen their understanding of organizational culture. It is a great book deserving five stars.

[Emanuele Gemelli · Rating 3 out of 5]

More and more convinced that an ethnographic approach is much more useful than using surveys to evaluate culture; I think the latter tool is too blunt, even if get it that executives and senior managers want numbers. Pity that sometimes numbers are not the only thing to consider. Other than that, I have appreciated the intellectual honesty of the authors when they say that the tool they propose is valid as any other tool out there (yes, with caveats, I know).

[Andrew · Rating 3 out of 5]

The book was good. I thought it to be very effective at getting the point across; however, it was quite dull and rather repetitive in their explanations. Suppose that is an argument for why it was effective?

[Bill Koenig · Rating 5 out of 5]

2017/12/11

[Sergej van Middendorp · Rating 4 out of 5]

Very well applicable framework to grasp the complexity of culture in organizations. We used the frame in several assignments for the design of workspaces to great effect.

[Becca Kunze · Rating 5 out of 5]

This book was really effective and engaging. It helped me understand the different cultures and frameworks in which organization development align.

[Jenna Lenhardt · Rating 1 out of 5]

There are better books on this subject.

[Clare Russell · Rating 3 out of 5]

Agree with some other comments that this is a very mechanical way to measure culture, but helpful to read something that has had a pivotal role in culture work with some good application

[Larry Dew · Rating 5 out of 5]

Superb framework to diagnose organizational culture and figure out how to adjust it to keep the organization on track. Superb.

[Emma Sonck · Rating 3 out of 5]

Textbook for grad school.

[Phoebe Nguyen · Rating 4 out of 5]

I used this book for my thesis. I found it very useful since it provided such an easy writing style to follow, it help me understand about organizational culture's aspects from definition, its role, how to evaluate, how to change and so much more.

From this book i could also find new books from the list of "further readings"

[Lisa]

A good tool to use as a leader trying to make positive change in their organization or department. Will be downloading the online resources to use as guides and beginning steps to initiate positive changes in my department

[Martin Pickard · Rating 2 out of 5]

Not an easy read but some good tools

[David Dalka · Rating 4 out of 5]

Discusses GM Fremont plant improvement.

[Melody Rensberger · Rating 3 out of 5]

A good read if you are required to consult/assess an organization's organizational culture.

[Lisa · Rating 4 out of 5]

Loved the assessment (OCAI) and the different dominant cultures discussed. Had it not been required reading, I'd have probably given it a higher score.

[Derrick Trimble · Rating 3 out of 5]

The competing values framework is a simple to use and effective tool for snapshooting an organizational culture. I used the format to conduct an analysis for our board. Highly useful for planning.

[Thang Hua · Rating 5 out of 5]

I applied the approach in the real world at my workplace and it worked. No model is perfect but I consider it a masterpiece in the domain of organizational culture.

[Vince · Rating 4 out of 5]

Cameron and Quinn may be trying too hard when quantifying their model, but their text offers several useful tools I've applied with my team.