Modelul Quinn.

James Bryan Quinn definete inovaia ca fiind un haos controlat. El nu se focalizeaz

asupra detaliilor de proces, ci doar asupra atitudinii inovatorilor independeni i asupra
restriciilor impuse de organizaii inovatorilor. Quinn abordeaz inovaia din dou
perspective:
cea a inovatorilor independeni;
cea a inovatorilor care lucreaz n birocraia organizaional.

Din acest punct de vedere, n opinia lui Quinn, inovatorii independeni:
percep oportunitile mult mai bine dect alii;
pot tri cu frustrri, ambiguiti i diverse piedici;
evit planificarea iniial;
timpul nu este o constrngere pentru ei;
dispreuiesc instrumentele de planificare i previzionare a rezultatelor.

Inovatorii din cadrul organizaiilor se mpart n dou categorii: cei care au o idee i vor
s o promoveze de jos n sus (Bottom-Up) i cei care inoveaz avnd susinerea
managementului de la cel mai nalt nivel din organizaie (Top-Down). Quinn a identificat
apte bariere n calea inovaiei:
1. Izolarea top managementului;
2. Netolerarea fanaticilor";
3. Lipsa unei viziuni;
4. Realizarea tuturor cerinelor de serviciu suplimentare;
5. Prea mult raionalism;
6. Birocraie excesiv;
7. Stimuli necorespunztori.
Ca o concluzie a acestui model este faptul c, indiferent de modul n care apare
inovaia (Top-Down sau Bottom-Up) aceasta pornete de la o idee i trebuie s depeasc o
serie de obstacole pn s ajung pe pia.

















Quinn and Rohrbaugh created a comprehensive list of indicators and then asked a large
group of people to fill in a questionnaire based on that list. After the results were
analyzed, two dimensions emerged that seemed to influence a company's success. The
first dimension was related to focus: internal vs. external. The second dimension
illustrates the preference for structure: flexibility vs. control. When placed together,
these two dimensions created a grid:

Quinn later went on to define each of the quadrants created by this model and called it
the Competing Values Framework.
Competing Values Framework.

You can see from the orientation on the graphic that these values pull in different
directions. It is difficult to Innovate and be open to new ideas (Open Systems) while at
the same time trying to maintain stability and control (Internal Process). It is difficult to
focus on the bottom line and drive productivity (Rational Goals) while at the same time
keeping your workforce happy and fulfilled (Human Relations). The Competing Values
Framework illustrates how these drives and goals conflict with one another. The most
difficult part of being a manager is recognizing that all of these values are important for
an organization and must be balanced.
Quinn later expanded this model by dividing each quadrant into two roles. In his
book Beyond Rational Management: Mastering the Paradoxes and Competing Demands of
High Performance.(San Francisco: Jossey-Bass Quinn, 1988) he describes each of these
roles and how they interact in the workplace. His theory is that an effective manager
must be able to perform well in all 8 roles.

In the human relations model: The facilitator encourages teamwork and
cohesiveness, and manages interpersonal conflict. The mentor is helpful and
approachable, and engages in the development of people through a caring, empathetic
orientation.
In the open systems model: The innovator is creative and facilitates adaptation
and change. The broker is politically astute, persuasive, influential, and powerful, and
is particularly concerned with maintaining the organization's external legitimacy and
obtaining external resources.
In the rational goal model: The producer is task-oriented and work-focused, and
motivates members to increase production and to accomplish stated goals. The
director engages in planning and goal setting, sets objectives and establishes clear
expectations.
In the internal process model: The coordinator maintains structure, schedules,
organizes and coordinates staff efforts, and attends to logistical and housekeeping
issues. The monitor checks on performance and handles paperwork (Quinn, 1988).
There have been quite a few questionnaires and personality trait inventories over the
years seeking to quantify this hypothetical model in a scientific, rational way. In 1999,
Andr Tjoa and Bert Goos began constructing a questionnaire to measure the personality
traits underpinning each of these roles. The Octogram test began as a questionnaire
consisting of over 200 items. This list of statements was given to over 300 people with a
range of educational and career backgrounds. A careful item analysis reduced the
questionnaire to 144 statements that accurately measure each of the 8 roles.
Part of the process for creating the Octogram resulted in renaming the roles as described
by Quinn. These new names better reflect the psychological trait being measured. There
is a close association with the Competing Values Framework, but it is not exact.

Here is a description of what each of these traits mean:
Pioneers are the renewers, dreamers, and champions of innovation. Pioneers are
focused on generating fresh ideas. This trait describes your need for new in the
workplace. In the Competing Values Framework, this is called the innovator role. You
are required to act in this role when dealing with change or in a position that requires
open-ended creativity.
Networkers are always building new contacts and maintaining those contacts.
The Networker score is a look at how comfortable you are in communicating with (and
convincing) others. In the Competing Values Framework, this is called the broker
role. You are required to act in this role when building a power base, negotiating
agreements, or selling ideas.
Achievers have a need to accomplish and gain personal recognition for those
accomplishments (this recognition is not always financial). Achievers are strongly
market (externally) oriented and focus on the customer. In the Competing Values
Framework, this is called the producer role. This role deals with motivation,
persistence, energy, and productivity.
Strategists are the long term thinkers and planners of an organization (goal-
focused creativity). Strategists work toward planning for the future, setting goals and
targets, planning, and delegating. In the Competing Values Framework, this is called
the director role. This role is most closely aligned with traditional managerial roles
such as setting tasks and communicating those tasks to others.
Anchors are focused on creating structure and continuity. They are the people in
the organization that write the documentation and build systems that reduce chaos
and disorder. In the Competing Values Framework, this is called the coordinator role.
Anchors deal with maintaining, organizing, and handling details.
Analysts seek to break problems apart and weigh alternatives. These are the
people in the organization who are commonly referred to as the voice of reason. In
the Competing Values Framework, this is called the monitor role. Analysts deal with
the facts, focus on being rational, assess risks, and strive to be objective (try to keep
those over-enthusiastic emotional networkers in check).
Team Players are the binding elements in your company; they keep people
working together and keep the atmosphere upbeat and supportive. In the Competing
Values Framework, this is called the facilitator role. Team Players are focused on
building consensus, team harmony, and conflict management.
Helpers are understanding and take the time to listen to others. They have
insight into the feelings and lives of others. Helpers understand the art of supporting
the emotional well-being of other people. In the Competing Values Framework, this is
called the mentor role. Helpers work to improve communication, develop others, and
help others achieve their full potential. Whereas a Team Player is more focused on the
group, a Helper is more focused on individuals.