- Introduction
- Section 1: The Competing Values Framework as an Organizational Blueprint
- Section 2: Mapping the Organizational Terrain: Aligning the CVU Ecosystem with the CVF
- Section 3: Levers of Change: A Developmental Map for Organizational Transformation
- Section 4: The Synthesis Map: From Diagnosis to Development of Communities of Practice
- Conclusion
Introduction
Christian social service organizations operate at the confluence of profound, and often competing, imperatives. On one hand, they are driven by a missional calling rooted in values of compassion, human transformation, and the building of redemptive community. On the other, they must navigate the complex operational realities of the modern nonprofit sector, which demand efficiency, accountability, competition for scarce resources, and continuous innovation. This creates a state of perpetual, creative tension. Leaders in this space are constantly challenged to balance the call to be a responsive, Spirit-led movement with the need to be a well-managed, accountable institution; to foster a healthy, covenantal internal community while achieving measurable, impactful external results.
This paper posits that the Competing Values Framework (CVF) is the preeminent conceptual tool not for resolving these tensions, which are inherent to the work, but for managing them productively to achieve a state of organizational wholeness and enhanced missional effectiveness. The analysis will proceed in three parts. First, it will establish the CVF as an organizational blueprint, using it to map the functional and educational landscape of a model Christian social service organization, as exemplified by the City Vision University (CVU) ecosystem. Second, it will reframe the “levers of change” articulated in Chapter 8 of Competing Values Leadership as a developmental map for missional leadership, translating corporate concepts into a theologically grounded context.1 Finally, it will synthesize these two maps into a powerful diagnostic tool, demonstrating how leaders can identify organizational imbalances and launch strategic communities of practice to foster holistic, sustainable growth. This exploration is directly relevant to the study of Innovation Networks and Movement Building, as it argues that a balanced, internally healthy, and integrated organization is the non-negotiable foundation upon which any lasting external impact can be built.
Section 1: The Competing Values Framework as an Organizational Blueprint
To effectively apply the Competing Values Framework, one must first achieve an expert-level understanding of its structure and underlying principles. The framework is not merely a typology for categorizing organizations but a dynamic model that maps the inherent tensions and paradoxical requirements of effective leadership and organizational life. Its power lies in its ability to make these competing demands visible and manageable.
The Two Axes of Tension
The CVF is constructed upon two primary axes, each representing a fundamental continuum of organizational focus and values.1 These axes create four distinct quadrants, each embodying a different, yet essential, model of organizational effectiveness.
The vertical axis represents the tension between Flexibility and Stability. At the top of the axis is a preference for dynamism, adaptation, and change. At the bottom is a preference for control, order, and efficiency. For a Christian social service organization, this can be understood as the tension between functioning as a responsive, Spirit-led movement, able to pivot and innovate in response to changing community needs, and functioning as a well-managed, accountable institution, characterized by reliable processes and faithful stewardship of resources.
The horizontal axis represents the tension between an Internal and External Focus. The left side of the axis emphasizes internal integration, collaboration, and the development of human relations. The right side emphasizes external differentiation, competition, and a focus on the market environment. In the context of ministry, this is the tension between the imperative to build a healthy, supportive internal community for staff, volunteers, and clients, and the imperative to achieve measurable external results, compete for funding, and demonstrate impact to stakeholders.
The Four Quadrants of Organizational Life
The intersection of these two axes forms the four quadrants of the CVF, each with its own core logic, values, and leadership roles. A deep understanding of each is critical for accurate organizational diagnosis.
Collaborate (Clan): Located in the top-left quadrant (Flexibility and Internal Focus), the Collaborate model, often called the “Clan” or “Human Relations” model, views the organization as a family or community. Its primary values are teamwork, participation, empowerment, and cohesion. Success is defined in terms of developing human capability and fostering a positive, supportive environment. The driving question for a leader operating in this quadrant is, “How do we care for our people—our staff, clients, and volunteers—and build a covenantal community?”.1
Create (Adhocracy): Located in the top-right quadrant (Flexibility and External Focus), the Create model, or “Adhocracy,” sees the organization as an adaptable, entrepreneurial entity. It thrives on innovation, vision, agility, and pioneering new solutions in response to a turbulent environment. Success is measured by the ability to produce unique and original products or services. The key question for a leader in this quadrant is, “What is the next new thing God is calling us to do to meet the needs of our world?”.1
Control (Hierarchy): Located in the bottom-left quadrant (Stability and Internal Focus), the Control model, or “Hierarchy,” conceives of the organization as a structured, formalized system. It values stability, measurement, documentation, and efficiency. It seeks to eliminate errors and create reliable, predictable processes. Success is defined by dependable, low-cost, and efficient operations. The central question for a leader here is, “How do we do things right, maintain quality, and steward our resources faithfully?”.1
Compete (Market): Located in the bottom-right quadrant (Stability and External Focus), the Compete model, or “Market,” views the organization as a rational, goal-oriented actor in a competitive environment. It prioritizes results, achievement, market share, and goal attainment. Success is defined in terms of winning in the marketplace and achieving ambitious targets. The driving question for a leader in this quadrant is, “How do we win in our mission field and secure the resources necessary to achieve our goals?”.1
The very name of the framework, “Competing Values,” points to its most profound implication. The values of diagonally opposite quadrants are in direct opposition. The consensus-building and inclusive nature of the Collaborate quadrant is antithetical to the decisive, results-driven action of the Compete quadrant. The risk-taking, rule-breaking nature of the Create quadrant is fundamentally at odds with the risk-mitigating, process-oriented nature of the Control quadrant. The genius of the model, and the core challenge for leaders, is the recognition that organizational wholeness requires capacity in all four of these competing domains. An organization that only collaborates becomes stagnant and insular. One that only competes becomes toxic and burns out its people. The consistent message throughout the analysis of leadership levers is that effective implementation in one quadrant is only possible when supported by actions in the other three.1 Therefore, the primary task of leadership is not to master a single quadrant but to develop the paradoxical capacity to operate effectively across the entire framework, knowing which quadrant’s values to emphasize in a given situation without ever fully neglecting the others. This integration is the essence of organizational health.
Section 2: Mapping the Organizational Terrain: Aligning the CVU Ecosystem with the CVF
Having established the theoretical foundation of the Compete Values Framework, it is now possible to use it as a practical blueprint for understanding the structure and functions of a Christian social service organization. The CVU Courses Map provides a rich dataset for this exercise, allowing for the mapping of both common organizational units and the educational pathways required to build competency within them.2 This process creates a tangible model of the organizational terrain and reveals critical insights about its typical strengths and weaknesses.
2.1 A Quadrant-Based View of Christian Social Service Units
By categorizing the organizational departments listed in the CVU Courses Map according to their primary function and value orientation, a clear, quadrant-based organizational chart emerges.2
Collaborate Quadrant: The Heart of Human Transformation
This quadrant, focused on internal human relations and flexibility, naturally houses the Programs department. This is the functional heart of a Christian social service organization, where the core mission of life transformation is carried out. The work is relational, person-centered, and requires high degrees of empathy and adaptability. The CVU courses aligned with this unit confirm this placement, focusing directly on the competencies needed for effective care and community building. Courses such as Christian Approaches to Life Transformation, Case Management, Managing Residential Recovery Programs, and the extensive offerings in Trauma-Informed Courses and Addiction Counseling Courses are all designed to equip practitioners for the complex work of walking alongside individuals in their journey of healing and growth.
Control Quadrant: The Backbone of Faithful Stewardship
This quadrant, oriented toward internal processes and stability, is the domain of Operations, HR. This department serves as the organizational backbone, ensuring stability, compliance, efficiency, and the responsible management of resources. Its function is to create the reliable systems and processes that allow the Programs department to do its work effectively. The corresponding CVU courses are the essential tools for this quadrant, focusing on the administrative competencies required for institutional health. Courses like Nonprofit Human Resources, Nonprofit Financial Accounting, Nonprofit Financial Management, and Project Management directly build the skills needed to maintain order, ensure accountability, and steward resources with integrity.
Compete Quadrant: The Engine of Mission Sustainability
This quadrant, with its external focus on achieving results in a competitive environment, is the home of Development and Social Enterprises. These units are fundamentally outward-facing, tasked with securing the financial resources necessary for the organization’s survival and growth. They compete for donor dollars, foundation grants, and, in the case of social enterprises, market share. The associated CVU courses are explicitly designed to build the competencies needed to win in this competitive landscape. Curricula such as Major Gifts, Nonprofit Fundraising, Grant Writing, Nonprofit Marketing courses provide the strategic and tactical knowledge required to effectively engage the external environment and generate revenue for the mission.
The Innovation Imperative and the “Create Quadrant Gap”
The process of mapping the CVU ecosystem onto the CVF reveals a striking and profoundly important pattern. The Collaborate, Control, and Compete quadrants are well-populated with both organizational departments and extensive lists of corresponding courses. Curricula such as Social Entrepreneurship, Intro to Entrepreneurship, Introduction to Business
This “Create Quadrant Gap” reflects the typical lifecycle of many ministry organizations. They are often founded by a visionary entrepreneur—a leader operating squarely in the Create quadrant—who sees a new way to address a pressing social need. However, as the organization matures and seeks stability and sustainability, it institutionalizes. It builds up its Control functions (policies, procedures, financial systems) to manage growth and its Collaborate functions (program models, case management) to deliver care consistently. The original creative, risk-taking, and experimental spark is often professionalized away or suppressed in favor of the more immediate and tangible demands of stability and service delivery. The organization becomes adept at caring (Collaborate) and stewarding (Control), and it learns that it must compete for resources (Compete), but it frequently loses the cultural DNA, the formal structures, and the requisite skills for radical innovation, visionary experimentation, and future-creation. This gap reframes the empty space on the map from a simple lack of data to a critical strategic challenge that threatens the long-term relevance and impact of the organization in a rapidly changing world.
2.2 Structuring a Curriculum for Wholeness: CVU Courses as Competency Builders
The structure of the CVU Courses Map itself offers a solution to the challenge of quadrant imbalance.2 The inclusion of a distinct category for
Synthesis Courses—such as Aligning Strategy with Theology and Values, Strategic Management, and Intro to Nonprofit & Ministry Management—are pedagogically significant. These courses are not placed within any single quadrant because their very purpose is to teach leaders how to think and act across the entire framework. Strategy, by its nature, is an integrative discipline. It requires a compelling vision for the future (Create), a clear plan and metrics for execution (Control), an engaged and empowered team to carry it out (Collaborate), and a distinct position within the competitive landscape (Compete).
By designating these as touchstone & capstone courses, the CVU curriculum implicitly argues that the ultimate goal of leadership development is not quadrant-specific expertise, but the ability to synthesize and integrate all four value sets. This is powerfully reinforced by the note that “Bold courses are CVU signature courses especially for executive leaders”.2 This indicates that the capacity for integrative, paradoxical thinking—the ability to hold these competing values in creative tension—is the defining hallmark of senior leadership. The curriculum is thus a perfect reflection of the CVF’s core philosophy: mastery of the individual parts is insufficient for true leadership, which requires the wisdom to pursue organizational wholeness.
The following table provides a consolidated map of the organizational terrain, visualizing the alignment between the CVF, common departmental functions, and the CVU curriculum, while also highlighting the critical developmental gap.
Section 3: Levers of Change: A Developmental Map for Organizational Transformation
Identifying an organization’s quadrant strengths and weaknesses is the diagnostic phase. The prescriptive phase involves understanding the specific leadership “levers” that can be pulled to drive change and foster development in areas of need. Chapter 8 of Competing Values Leadership provides a portfolio of such levers, one for each quadrant.1 By analyzing these tools and reframing them within a theological and missional context, a powerful developmental map for Christian leaders emerges. This map provides the “how-to” for addressing the imbalances identified in the previous section, particularly the critical “Create Quadrant Gap.”
3.1 The Collaborate Quadrant – Fostering Empowerment and Covenantal Community
The primary lever for change in the Collaborate quadrant is empowerment. In a corporate context, empowerment is a strategy to unlock workforce potential, especially in turbulent environments where top-down control is ineffective. It involves creating five core mind-sets in people: a sense of self-efficacy (competence), self-determination (choice), personal consequence (impact), meaning (value), and trust (security).1 The text outlines eleven specific prescriptions for fostering these mind-sets, including providing support, forming teams, articulating vision, providing resources, and specifying goals (Figure 8.1, p. 137).1
For a Christian social service organization, this concept can be reframed with deeper theological significance. Empowerment is not merely a management technique to increase productivity; it is a theological imperative. It is the practical act of recognizing and unleashing the imago Dei—the image of God—present in every staff member, volunteer, and client. It is about intentionally moving away from a paternalistic, top-down model of ministry, where leaders have all the answers and others simply execute, toward a covenantal community. In such a community, all members are seen as having agency, dignity, and God-given gifts to contribute to the shared mission. Implementing the prescriptions for empowerment—providing support, modeling success, articulating a meaningful vision—becomes an act of pastoral leadership that builds a culture of mutual respect, shared ownership, and collective flourishing.
3.2 The Control Quadrant – Cultivating Stewardship through Process Management
The key lever for enhancing effectiveness in the Control quadrant is process management. This involves the systematic analysis and improvement of the methods and procedures used to achieve outcomes. The goal is to make processes more efficient, effective, and reliable, thereby eliminating waste, reducing errors, and increasing quality.1 The principles of effective process management include a relentless focus on the customer (or client), a commitment to boundarylessness to improve cross-functional workflows, a discipline of tracing problems to their root causes, and a pursuit of leanness by eliminating redundancy and non-value-adding activities (p. 141-142).1 The text outlines a three-step cycle of process assessment, analysis, and redesign to guide this work.
Within a missional framework, process management is best understood as an act of faithful stewardship. It is the practical expression of honoring the resources—time, talent, and treasure—that have been entrusted to the organization by God and by its community of supporters. Pursuing efficiency and quality is not simply about adopting corporate best practices; it is an ethical obligation. Every dollar saved through a leaner process is a dollar that can be reinvested in the mission. Every error eliminated in a client intake process is a reduction of friction and an increase in dignity for the person being served. Rigorous process management, therefore, is not antithetical to a compassionate ministry; it is a foundational discipline for maximizing the impact of that ministry and ensuring that every entrusted resource is leveraged for the greatest possible good.
3.3 The Create Quadrant – Driving Innovation for Kingdom Impact
The lever for change in the Create quadrant is fostering innovation. Organizations, especially as they succeed and mature, often develop habits and routines that stifle creativity. The paradox is that experience can become a barrier to seeing new solutions.1 To counteract this, leaders can implement three key strategies. First,
Pull People Apart; Put People Together, which involves creating protected spaces (like incubators or task forces) for experimentation while also assembling diverse, cross-functional teams to generate novel ideas. Second, Monitor and Prod, which combines accountability for results with “sharp-pointed prods”—challenging mandates that force people to think outside of established patterns. Third, Reward Multiple Roles, recognizing that successful innovation requires not just the idea champion, but also the sponsor who provides resources, the orchestrator who manages implementation, and the rule breaker who pushes past bureaucratic barriers (p. 147-150).1
This lever directly addresses the “Create Quadrant Gap” identified in the organizational map. For Christian organizations, fostering innovation must be framed as a missional necessity. The social problems these organizations exist to solve—poverty, addiction, trauma, injustice—are complex, systemic, and constantly evolving. To rely solely on “the way we’ve always done it” is to risk missional stagnation and irrelevance. Innovation is the organization’s creative and faithful response to God’s ongoing call to bring healing, justice, and shalom to a broken world. It is about actively participating in God’s work of creation and redemption by pioneering new models of care, new pathways out of poverty, and new solutions to intractable social challenges. Cultivating the four innovation roles is not just good management; it is about stewarding the creative capacity of the entire organizational community for Kingdom impact.
3.4 The Compete Quadrant – Sustaining the Mission through Stakeholder Value Creation
The change lever for the Compete quadrant is the disciplined practice of creating sustained value. In the corporate world, this is often measured as shareholder value or Economic Value Added (EVA). The core principle is that an organization survives long-term only if it produces more value than it consumes.1 Three keys to achieving this are: 1) Clearly Define Value, so that everyone in the organization understands the ultimate goal; 2) Understand the Key Value Drivers, the core activities that actually produce the desired outcomes; and 3) Articulate the Competitive Strategy, a clear roadmap that focuses resources on the most important value drivers (p. 152-154).1
For a Christian social service organization, the corporate concept of “shareholder value” must be explicitly translated into stakeholder value. The primary stakeholders are not investors seeking a financial return, but a broad community that includes clients, staff, donors, volunteers, and the local community. “Value,” therefore, is not defined by profit, but by measurable mission fulfillment: lives transformed, families restored, communities strengthened, and justice advanced. A clear, articulated strategy and a deep understanding of the key value drivers (e.g., the quality of counselor-client relationships, the effectiveness of a job training curriculum) are absolutely essential for ensuring the long-term sustainability of the mission. Competing effectively for grants and donations is not an end in itself; it is the means by which the organization secures the resources needed to continue creating profound missional value for its stakeholders.
A crucial theme that runs through the discussion of all four levers is their systemic interdependence. The analysis repeatedly demonstrates that no lever can be pulled in isolation. Successful implementation of a change lever in any one quadrant requires intentional, supportive actions in all four. For example, the framework for fostering empowerment (a Collaborate lever) explicitly includes actions like specifying SMART goals (Compete), providing adequate resources and information (Control), and articulating a compelling vision (Create).1 This systemic interconnectedness is the key to successful, lasting organizational change. It explains why simplistic, single-quadrant solutions—like a team-building retreat that ignores broken processes or a fundraising campaign disconnected from a clear vision—inevitably fail. This principle of interdependence provides the theoretical foundation for the use of cross-functional communities of practice as the primary vehicle for organizational development.
Section 4: The Synthesis Map: From Diagnosis to Development of Communities of Practice
The final step is to integrate the organizational map from Section 2 and the developmental map from Section 3 into a single, actionable diagnostic model. This synthesis provides a clear pathway for leaders to move from an assessment of their organization’s current state to the strategic development of its capacity for greater missional effectiveness. This process culminates in the launching of targeted communities of practice, which serve as the primary engines for learning and integration.
The Four-Step Diagnostic Process
A leader can apply the insights of this paper to their own organization by following a structured, four-step process.
Step 1: Assess Organizational Imbalance (Using the Diagnostic Checklists)
The first step is to conduct a data-driven audit of the organization’s health across all four quadrants. The detailed prescriptions and principles outlined in Competing Values Leadership serve as excellent diagnostic checklists.1 For instance, a leadership team can rate the organization’s performance on the 11 prescriptions for fostering empowerment (Figure 8.1), assess its adherence to the principles of leanness and process management (p. 142), evaluate the presence and support for the four key innovation roles (p. 149), and critique the clarity of its definition of value and its competitive strategy (p. 152-154). This exercise moves the conversation from vague feelings to a concrete assessment of specific strengths and weaknesses in each quadrant.
Step 2: Pinpoint the Leadership Challenge (Using the Levers Map)
The results of the assessment will reveal a primary area of need or imbalance. This diagnosis points directly to the central leadership challenge facing the organization at its current stage of development. If the assessment reveals chaotic processes, inconsistent service quality, and budget overruns, the challenge lies in the Control quadrant, and the corresponding leadership lever is Process Management (Faithful Stewardship). If the organization is found to be stagnant, bureaucratic, and losing relevance, the challenge is in the Create quadrant, and the necessary lever is Innovation (Kingdom Impact). This step names the problem and identifies the primary developmental focus.
Step 3: Identify the Learning Solution (Using the CVU Course Map)
Once the leadership challenge and its corresponding lever are identified, the leader can turn to the organizational map developed in Section 2 (Table 1) to select the specific learning solutions that build the required competencies. A diagnosed need for “Faithful Stewardship” points directly to the Administrative Competencies domain and courses like Nonprofit Financial Management and Project Management. A need for “Mission Sustainability” points to the Fundraising and Social Enterprise Competencies and courses like Grant Writing and Social Entrepreneurship.2 This step connects the diagnosed problem to a specific, curated curriculum for its solution.
Step 4: Launch a Targeted Community of Practice (CoP)
The final and most crucial step is to translate learning into action by chartering a cross-functional team to form a Community of Practice (CoP). This CoP is given a clear mandate to focus on the identified learning domain. It would use the principles associated with its quadrant’s leadership lever from Competing Values Leadership as its guiding framework and the corresponding CVU courses as its core curriculum.1 This approach moves beyond sending a single manager to a training class and instead builds a collective, internal capacity for change and improvement.
Illustrative Examples
To make this process concrete, consider two brief case studies.
Case Study A: “The Stagnant Shelter”
An established homeless shelter is known for its compassionate staff and has clean financial audits. It is strong in the Collaborate and Control quadrants. However, its funding has been flat for five years, and its program model has not changed in a decade, even as the nature of homelessness in its city has shifted. The diagnostic process (Step 1) would reveal low scores on innovation metrics and value clarity. The leadership challenge (Step 2) is clearly in the Create and Compete quadrants. The leaders would identify a need to focus on the Innovation (Kingdom Impact) and Sustained Value (Mission Sustainability) levers. They would then use the CVU map (Step 3) to identify relevant courses in program development and social entrepreneurship. Finally (Step 4), they would launch a CoP on “Pioneering New Solutions for Homelessness,” comprised of program staff, a board member, and a development officer. This CoP would be tasked with researching new models and developing a pilot project for a social enterprise to create jobs for residents.
Case Study B: “The Burnt-Out Fundraiser”
A rapidly growing youth mentoring organization is hyper-focused on the Compete quadrant. It has an aggressive fundraising team that consistently meets ambitious goals. However, staff turnover is high due to burnout, and internal financial processes are sloppy, leading to periodic crises. The diagnostic assessment (Step 1) would reveal high scores in the Compete quadrant but dangerously low scores on empowerment (Collaborate) and process management (Control). The leadership challenge (Step 2) is to balance its external drive with internal health by focusing on the Empowerment (Covenantal Community) and Process Management (Faithful Stewardship) levers. The learning solution (Step 3) would involve CVU courses in HR, organizational behavior, and nonprofit finance.2 The organization would then launch a CoP on “Building a Sustainable and Healthy Culture,” including staff from all levels, to review HR policies, map and improve key internal processes, and champion a more supportive work environment.
Communities of Practice as Engines of Integration
The ultimate purpose of forming a Community of Practice extends beyond simply building skills in a single weak quadrant. A CoP, when properly constituted with cross-functional members, becomes a powerful engine for integrating that quadrant’s values into the entire organization. A CoP focused on “Innovation” should not be siloed in a corner. Its members, drawn from Programs, Operations, and Development, become evangelists for creative thinking and experimentation within their home departments. To succeed, the innovation team (Create) inherently needs data and process capacity from Operations (Control), deep empathy and feedback from program staff and clients (Collaborate), and a compelling business case to present to funders (Compete). The CoP thus becomes the practical mechanism for living out the framework’s central lesson: integration is the key to wholeness. They are the vehicle for weaving the values of a weak quadrant back into the very fabric of the organization, helping it move toward greater balance, health, and missional impact.
The following table synthesizes the entire diagnostic process into a single, practical tool for leaders.
Table 2: Diagnostic Matrix for Identifying Communities of Practice
| Quadrant | Common Symptoms of Weakness | Primary Leadership Lever & Reframed Purpose 1 | Corresponding CVU Learning Domain & Sample Courses 2 |
| Collaborate | High staff turnover, low morale, silos between departments, lack of trust, client complaints about impersonal service. | Empowerment: To build a Covenantal Community. | Ministry Competencies: Christian Approaches to Life Transformation, Case Management, Trauma-Informed Courses. |
| Create | Stagnant programs, declining relevance, “we’ve always done it this way” culture, failure to attract new funders or partners. | Innovation: To drive Kingdom Impact. | Social Enterprise Competencies: Social Entrepreneurship, Intro to Entrepreneurship, Educational Program Development. |
| Control | Chaotic processes, budget overruns, inconsistent service quality, staff confusion about roles, compliance or audit issues. | Process Management: To cultivate Faithful Stewardship. | Administrative Competencies: Nonprofit Financial Management, Project Management, Nonprofit Human Resources. |
| Compete | Stagnant or declining revenue, losing grants to other organizations, unclear value proposition, lack of measurable outcomes. | Sustained Value Creation: To ensure Mission Sustainability. | Fundraising Competencies: Major Gifts, Nonprofit Fundraising, Grant Writing, Nonprofit Marketing. |
Conclusion
This paper has journeyed through a multi-layered analysis, establishing the Competing Values Framework as a foundational blueprint for organizational life, using it to map the functional and educational terrain of Christian social service organizations, reframing corporate leadership levers within a missional and theological context, and synthesizing these elements into a practical diagnostic process for leadership development. The core argument woven throughout this exploration is that missional effectiveness is inextricably linked to organizational wholeness.
The CVF is ultimately more than a management tool; it is a framework for wisdom. It calls the leaders of Christian social service organizations to resist the temptation of simplistic, single-quadrant solutions and to instead embrace the difficult, paradoxical, and deeply rewarding work of building organizations that are simultaneously compassionate and competitive, innovative and orderly, people-focused and results-driven. By using this framework to diagnose imbalance, identify developmental needs, and launch integrative communities of practice, leaders can guide their organizations toward greater health and resilience. In doing so, they build sustainable institutions capable of having a profound and lasting impact for the Kingdom of God, fully equipped to meet the complex challenges of their mission in a changing world.
Works cited
- Competing Values Leadership Chapter 8.pdf
- CVU Courses Map