Principle Library
A collection of ideas about how people, organisations and enterprises work. Each entry develops a short statement through explanation, context, application and a question for reflection.
3 principles
A tool being available does not establish that people can use it effectively or that the service has improved. Value develops through the work it enables and the outcomes that can be observed.
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Information becomes more useful when a person understands what it means and what they can do with it. A measure without an owner or response can create reporting activity without improving the work.
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Owning an asset is one part of control. A person or organisation also needs the ability and permission to access it, use it and move or change the arrangements around it.
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A person can receive help that produces the immediate answer while remaining unable to handle the next variation. Capability develops when they understand the reasoning, practise the task and learn to assess their own performance.
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People need relevant capability, information and authority to act on the outcomes they are expected to own.
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The practical cost includes ongoing operation, support, maintenance and the time required to keep producing useful results.
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A task, explanation or decision can reveal aspects of understanding that a completion record alone cannot show.
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A memorable statement needs context before it can guide a decision. Understanding its assumptions and limits helps prevent misuse.
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