| The behavioural aspirations of the community. A clear, simple statement of fundamental beliefs shared by all with respect to the structure, means and conduct by which the purpose will be pursued. The fundamental beliefs against which all subsequent decisions and actions will be judged, dealing with such matters as vesting of power, distribution of benefits and conditions of governance. Must have a high degree of ethical and moral content, which does not prescribe behaviour but guides it. |
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- For the community: Inviolable statements of common belief and value.
- For the individual: Personal credo for relating to others in community.
- The "organizational DNA" that supports continuous learning, innovation and emergence.
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- The values and beliefs of all participants, current and future.
- Touchstones for judging all structures, decisions, actions and results.
- Never to be violated and essential for success.
- High ethical and moral content.
- Never prescribe, only describe.
- An interrelated set, often in creative tension.
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- Is unambiguous.
- Embodies creative tension and balance.
- Anticipates potential risks to integrity of system.
- Includes only those principles necessary and sufficient for success.
- Requires exercise of judgment, but has ring of being "principled."
- Really is believed by all participants, isn't just wishful thinking.
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- A statement of belief that doesn't clearly differentiate one action from another.
- Contradicts other principles, or is redundant.
- Is too specific, either by being prescriptive or by having limited relevance.
- Is really a statement of organizational goals.
- Is meaningful but isn't essential to success.
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- Explore basic beliefs about fundamental organizational issues.
- Identify critical issues in the community or field.
- Reflect on what Principles are needed to clarify aspects of the Purpose.
- Examine the Principles of other organizations.
- Articulate "principles of organization" and "principles of practice".
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- Be rigorous and precise.
- Press to identify truly basic beliefs.
- Think in "categories" of concern to test completeness.
- Split a complex principle, or blend two simple principles, when necessary.
- Seek a manageable number - only those necessary and sufficient.
- No principle stands alone - they must always be treated as a set.
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