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Non-partisan, but not neutral. We are an alliance of non-partisan groups, but that non-partisanship does not imply neutrality.

The Co-operative Values

This community has a vision for what government should be and will work to bring that vision into reality. Default to open. Work in the open and collaborate with the community to help make programs and services better for everyone. The participatory process shout out to many volunteers, Brigade leaders, staff, board, and friends! But, this is only a moment in time and those conversations and that impact have only just begun. Our vision, mission, values, and operating principles.

Government can work for the people, by the people, in the digital age. Services can be simple, accessible, and easy to use. Our mission How we intend to make our vision real. To inspire change To inspire public servants, people from the tech sector, and community organizers to create change by proving government can do better and showing others how. To make change stick Connecting and convening people from inside and outside government, and from all over the world to inspire each other, share successes, learn, build, and shape a new culture of public service for the 21st century.

To do it all at scale, serving those who need it most. Our values What we are like as an organization and a community.

Values and Principles: A Forgotten Life Compass

The following list of 10 guiding principles for change can help executives navigate the treacherous shoals of transformation in a systematic way. Lead with the culture. Yet change leaders often fail to address culture—in terms of either overcoming cultural resistance or making the most of cultural support. Among respondents whose companies were unable to sustain change over time, a startling 76 percent reported that executives failed to take account of the existing culture when designing the transformation effort. Or they get so focused on structural details—reporting lines, decision rights, and formal processes—that they forget that human beings with strong emotional connections to the culture will be enacting these changes.

Instead of trying to change the culture itself, they draw emotional energy from it. They tap into the way people already think, behave, work, and feel to provide a boost to the change initiative. To use this emotional energy, leaders must look for the elements of the culture that are aligned to the change, bring them to the foreground, and attract the attention of the people who will be affected by the change.

In two healthcare companies undergoing a merger, culture led the post-deal integration. It quickly became clear that where one company had a culture attuned to bottom-line results, the other tended to focus on process. Optimally, the new company would need to skillfully use processes to deliver clear results. Start at the top. Rather, work must be done in advance to ensure that everyone agrees about the case for the change and the particulars for implementing it.

A clinical research firm was committed to tripling its size over the next decade to achieve a more competitive position. Because the company was still pretty much operating as a startup after 25 years, this required a far-reaching organizational redesign. Before starting the design phase, finance leaders gathered at an off-site meeting to begin a rigorous exercise in alignment. Instead, they mostly operated as lone rangers, in characteristic startup style.

Each of the executives in the group made a thoughtful individual presentation about the case for change. Most of them agreed on the general direction the company needed to take to achieve rapid growth.

Our vision, mission, values, and operating principles - Code for America

But their descriptions of how to move in that direction—for example, what the first concrete steps should be—were all over the map. They were then tasked to work together to develop a case for change that every one of them could support. To hammer out these agreements, these top executives had to listen closely to their colleagues and weigh conflicting points of view.

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The exercise was demanding, but they began to coalesce around a coherent vision for what the company should look like in 10 years. Most importantly, the experience of working together so intensely led the executives, for once, to act as a collaborative and committed team. By the end of the off-site meeting, they found that they were all using the same language to describe what the company needed to do.

As one participant noted, the experience had transformed him , which in turn gave him confidence that together they could cascade the plan to other groups at other levels of the hierarchy. Involve every layer. Strategic planners often fail to take into account the extent to which midlevel and frontline people can make or break a change initiative. The path of rolling out change is immeasurably smoother if these people are tapped early for input on issues that will affect their jobs.

Frontline people tend to be rich repositories of knowledge about where potential glitches may occur, what technical and logistical issues need to be addressed, and how customers may react to changes.

Big Sean - One Man Can Change The World ft. Kanye West, John Legend (Official Music Video)

In addition, their full-hearted engagement can smooth the way for complex change initiatives, whereas their resistance will make implementation an ongoing challenge. Planners who resist early engagement at multiple levels of the hierarchy often do so because they believe that the process will be more efficient if fewer people are involved in planning. But although it may take longer in the beginning, ensuring broad involvement saves untold headaches later on.

IBM recognized the need for such an approach in , when rolling out a new initiative on culture. The leadership team had met intensively to develop clear definitions of the cultural traits the organization would require going forward. Make the rational and emotional case together.

Hewlett-Packard CEO Meg Whitman and her senior executive team appear to be following this principle in their transformation efforts. In any organization facing a challenging environment, the emotional connection fostered by moves like these is likely to make a major difference. Act your way into new thinking. Many change initiatives seem to assume that people will begin to shift their behaviors once formal elements like directives and incentives have been put in place.

People who work together on cross-functional teams will start collaborating because the lines on the chart show they are supposed to do so. Managers will become clear communicators because they have a mandate to deliver a message about the new strategy.

Yet lines on a chart and bold statements of intent have only so much impact. Start by defining a critical few behaviors that will be essential to the success of the initiative. Then conduct everyday business with those behaviors front and center.

Senior leaders must visibly model these new behaviors themselves, right from the start, because employees will believe real change is occurring only when they see it happening at the top of the company. We understand that compromise and incremental progress may at times be the only way forward, but we will not settle.

To this end, we will reclaim radicalism; there was a time when every idea that seems perfectly normal today was once wildly radical too.

Just because something happens every day, does not mean it is not awful and that it cannot change. We must always question the world we live in and the norms and assumptions we live by, with critical thinking as the driving force. This is simply about asking questions and not feeling you have to conform.

In a world rich with a diversity of information, we have the resources to achieve this.

  • Values and Principles that Can Change the World: John Potts, Charlene Potts: Amazon US.
  • 10 Principles of Leading Change Management.
  • What is Life Without Thee?: Part 1.

This same world is flooded with misinformation, however, so sticking to thinking critically is an urgent requirement for all of us. The feminist approach to equality between the sexes is fundamentally about breaking the power structures that allow one group to hold primary power at the expense of another. With social justice principles at its core, it is therefore an approach that can be applied to other forms of discrimination.

Self-Perception Involves Inferring Our Beliefs from Our Behaviors

This would involve breaking all power structures that benefit the few and serve to reinforce one another - such as patriarchy, sexism, capitalism and white privilege - and building an all-inclusive system that gives everyone an equal stake and footing. If we cannot imagine the world we are claiming to fight for, we will never get there. In a constantly changing world, we need to be creative and adaptive if we are to be effective. While we can be skeptical, it does not have to mean that we let pragmatism kill ideas and imagination. All change begins with an idea.

History is full of examples of small groups of people who came together because they had an idea that then changed the world. You just have to find it, explore it and share it.