>[!abstract] >The competing values framework, developed by Robert Quinn and colleagues, is a model for analyzing organizational culture and effectiveness based on two dimensions: internal vs. external focus, and flexibility vs. stability. These axes create four quadrants, each representing a dominant organizational orientation: **Clan** (collaboration, cohesion, people-centered), **Adhocracy** (innovation, adaptability, growth), **Market** (competition, results, external achievement), and **Hierarchy** (control, order, efficiency). The framework highlights that organizations embody tensions between these values, and effectiveness depends on balancing or integrating them rather than optimizing only one. It is widely used in leadership development, organizational diagnostics, and change management. >[!related] >- **North** (upstream): [[Organizational theory]] >- **West** (similar): [[Four-frame model]] >- **East** (different): — >- **South** (downstream): —