On cultural change: Using the competing values framework to help leaders execute a transformational strategy

Abstract This article describes how the Competing Values Framework (Quinn, 1988) can be used to assess an organization's existing and desired culture and how one organization consultant uses the assessments of an organization's existing and desired cultures to bring about major cultural changes. A process is described that assesses what leaders or leadership teams mean when they say they want to change the culture of their organization, what benefits they expect to accrue from the desired cultural change, what action steps they will take to achieve the desired cultural change, and how evaluation can be carried out to assess whether culture change has actually been achieved. © 1993 by John Wiley & Sons, Inc.