ABSTRACT
The formal and informal organizations both generate beliefs. Those below the waterline are the “underlying assumptions,” the unconscious beliefs and perceptions that drive behavior. The collection of an individual’s ends and means values creates their values point of view and comprises their value system. Many churches openly profess their values and even advertise them on their websites. Most companies create mission statements to help identify their purpose and why they exist. Many also create vision statements to motivate and inspire their employees toward what they hope to become. The Competing Values Framework is a simple sense-making model that serves as a learning system. The framework helps identify “guidelines that can enable leaders to diagnose and manage the interrelationships, congruencies, and contradictions” across an organization. The engineers report to a functional manager that needs to manage their training and development through tenants present in the lower left control quadrant.
