This post contains a selection of what I think are useful additional (re)sources for exploring our contradictory human nature. It will be updated from time to time.

The two sets of theory that have had the biggest influence on my thinking about the nature of human nature have been Relational Models Theory (Alan Page Fiske) and Competing Values Theory or Framework (Cameron, Quinn et al).

Relational Models Theory

Rather than replicate it, you can find links to resources on RMT on Alan Page Fiske’s website here.

Competing Values Framework (CVF)

CVF originated in the early 1980s from work on “organisational effectiveness”. It stresses the contradictory and paradoxical nature of (human) organisations and is one of the main sources for my own ideas. Here some of the relevant sources:

The most well known examples of the CVF approach are in a couple of popular books aimed at managers’ own roles: Beyond Rational Management (Quinn 1988) and Becoming a Master Manager (Quinn, Faerman et al. 2007).

A more theoretical exploration is to be found in Paradox and Transformation (Quinn and Cameron 1988) and the more recent Competing Values Leadership (Cameron, Quinn et al. 2006) contains a summary of much of the research base underpinning CVF.

Work on applying CVF to organisational culture is developed in Diagnosing and Changing Organization Culture (Cameron and Quinn 2006)

There have also been some interesting explorations of how CVF applies to innovation in organisations: Leading Innovation (DeGraff and Quinn 2007) and Creativity at Work (DeGraff and Lawrence 2002).

A very practical exemplar is given in the account of how the US Nuclear facility at Rocky Flats was cleared up in 10 years rather than the estimated 70 and for $6 bn rather than $36 bn – Making the Impossible Possible (Cameron and Lavine 2006).

An interesting attempt at applying CVF to recent UK governance and policy reforms is to be found in Modernising Governance (Newman 2001).

Cameron, K. and M. Lavine (2006). Making the Impossible Possible. San Fransisco, Berrett-Koehler Inc.

Cameron, K. and R. E. Quinn (2006). Diagnosing and Changing Organizational Culture – Based on the Competing Values Framework (2/e). San Fransisco, Jossey Bass.

Cameron, K., R. E. Quinn, et al. (2006). Competing Values Leadership. Cheltenham, Edward Elgar.

DeGraff, J. and K. A. Lawrence (2002). Creativity at Work. San Fransisco, Jossey-Bass.

DeGraff, J. and S. E. Quinn (2007). Leading Innovation. New York, McGraw Hill.

Newman, J. (2001). Modernising Governance – New Labour, Policy and Society. London, Sage.

Quinn, R. E. (1988). Beyond Rational Management. San Francisco, Jossey-Bass.

Quinn, R. E. and K. S. Cameron, Eds. (1988). Paradox and Transformation – Towards a Theory of Change in Organization and Management, Ballinger Pub. Co., Camb.

Quinn, R. E., S. R. Faerman, et al. (2007). Becoming a Master Manager – A Competency Framework (4/e). New York, Wiley.

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