Human life, dignity and fair treatment
All life is valuable. All people have the innate capacity to dwell in harmony, create value, to love and trust, to be loved and trusted. It is up to us to help one another to live up to who we can be. Mercy and grace, while cannot be mandated, create value. It is up to us to forgive and heal.
We are our environment. One cannot hope to achieve health or life quality without embracing and supporting our ecological, natural, social, architectural and societal environment.
Physical, psychological and social health is the wellspring that enables everything else.
Honesty, integrity, explicit communication, transparency, trust
The economy of abundance and purpose cannot exist without trust. Trust cannot exist without honesty, integrity, explicit communication and transparency.
Quality of life
- Meaningful life: engaging activities that create value, enduring fellowship and relationships, creative flow, unique self-expression, wander, learning, appreciation, recognition, interconnectedness and harmony. Living in a way that honors ourselves, people who are, were or will be in our lives, everyone else in this universe and beyond
- Good life: recrafting work, love, friendship, leisure, and parenting to use strengths and spend more time aligned with values.
- Pleasant life: enjoy the small pleasures in life, and have the skills to amplify pleasures, e.g. being grateful, savoring, journaling.
Learning and innovation
- Curiosity, observation, ability to change, to look at the world from multiple points of view, is how we grow. We learn by learning and we learn by teaching.
- Bias for action. We learn by doing, by sometimes making mistakes, but always taking the time to reflect on what worked and what should be done differently.
- Mastery: We practice a skill until we can do it automatically. We spend time overlearning, to increase skill retention. This is done through specialization and rotation.
- Wisdom: Learning is how we acquire wisdom to know what we can and should change and what we cannot or should not change. Applying wisdom is the key.
- Measurement, standardization of best practices, consultation and awareness of the past, feedback and systems design thinking are the tools for improvement that enable incremental innovation that constantly moves us forward.
- Open and candid exchange of ideas, freedom of thought and innovation tools and willingness to experiment are what enables us to make major leaps forward.
- Deliberate action, that is followed up by learning is the only way to consistently create value
- Hasty action gets you in trouble… take time to get it right
- To get it right
- consult with experts and the stakeholders
- make it transparent, get others involved
- break it down into achievable sub-actions
- consider the costs and risks
- When in doubt on what to do, try it, consider it an experiment
- The root of cooperation, creating trust is creating value.
- Created through the transparency of record and clarity of intention.
- Both given and earned
Decision-making, authority and responsibility
- Personal responsibility is key to success. Propose an idea. Run with it. Try it.
- Well deliberated decisions are better. Individuals who initiate an effort retain full responsibility and ownership of it, unless they explicitly reassign their duties to someone else. They steward their area of responsibility effectively by consulting with parties who will be affected by their decisions and subject matter experts, but retain the decision-making capacity.
- Consider the risks, best intentions alone are not enough for good decision-making.
- Make your decision-making transparent. Help others understand what you did and why.
- Coercion is not an acceptable way of creating value. Coercion and use of force may only be used to prevent death, injury and destruction only to the degree necessary to prevent the harm.
- Few explicit rules beyond values and principles. So, long as you are guided by values and principles, you are free to do what you want. At the same time, an effort is made to generate and regularly revise guidance and best practices, compliance with which is not required, but which should be consulted in making decisions.
- Values and principles can be changed by the proposal of any core/founding member after 3-day comment solicitation if no objections are expressed. Governance team can override any objections by consensus. If consensus cannot be reached within 30 days, a fork can be formed with both causes, teams and projects explicitly declaring which version of governance documents they use as their guidance.
- Each team is free to experiment with their own forms of governance and decision-making, only requesting that they make their form of governance explicit.
Gratefulness and recognition
- The work is not done until it has been recognized and acknowledged. We can reach for the stars only by standing on the shoulders of the giants.
- The practice of gratitude is central to long term success of every team.
- Make it explicit, explain why you are grateful.
- Make it permanent, create a record.
- Make it public whenever possible.
- Conflicts, disagreements, non-fulfillment of commitments and other offenses are a normal part of life and how effectively we settle them is the testament to the quality of our community.
- Document everything. Especially when emotions are high, seek to comback to facts.
- Keep it private. Do not involve anyone you don’t have to.
- If it is important, be prepared to invest time to resolve it well, if not let it go.
- Talk to the person directly, if needed, complete training on crucial conversations prior to engaging.
- If a mutually acceptable solution cannot be worked out, involve an arbiter.
- If an arbiter cannot guide you into a mutually acceptable solution, involve a team.
- Remember we are creating a non-zero sum economy, so all parties can create or destroy value through the entire engagement, regardless of the behavior of another party.
- If continued collaboration is not possible, forking of digital content and efforts is encouraged with all other participants having the opportunity to contribute to either side of the fork.
- When possible, work to reconcile the forks.
- We improve what we measure. It is better to measure the right variable imprecisely than to measure the wrong one precisely. We only want to measure with the precision necessary to make good decisions.
- Constant evaluation of effectiveness is one of the keys to personal growth and maximizing impact. A person cannot see themselves from the outside, yet that is how we learn. So, both internal measurement and external assessment of every activity are built into every cause, team, project and task.
- Calibration of our ability to predict the outcomes is key to allocating our resources most effectively. So, we rate ourselves and collect feedback to constantly improve.
- Numbers are not dogma, as we get new insights we can change them, but when used properly they do help make our communication more explicit and transparent.