Maxims of action
How can we create orientation for our path to the "common cause"? How can this orientation be maintained without losing appreciation and respect for the diversity of attitudes?
The same thing or "just" something similar?
The "common cause"! Our emotional connection when we accept a challenge together. We want to work on it, we want to cooperate, we want mutual success. But how far will our common good intentions take us? Where does the commonality crumble or break? And why does it break so often despite the good intentions and the initial feeling of acting in pursuit of "a common cause"?
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The goal has been set, agreements have been made, plans have been drawn up, responsibilities have been agreed. It seems we want the same thing , but do we really want the same thing or may it just be something similar? How can we find out together whether, when, where and why we end up on different paths in our actions? What means can we use to navigate on the same maps, to speak in the same language and to honestly adress these paths? Although we want to cooperate, our answers to these questions alone present us with major challenges, often even a dilemma, on an almost daily basis. Many individual circumstances may then lead individuals and groups to developing their own strategies for dealing with things. The two most important pillars of cooperation will be weak and shaky in such cases: trust and reliability. We may feel constructive in pursuing our own strategy for dealing with the matters. But are we really jointly serving the "common cause"? We have observed that interpretation and pursuit of change objectives is often left to the forces and the powers of the organization. And in such cases, not only the quality of the overall result suffers but also the organization as a whole: through segmentation, power struggles, injury & frustration.
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Our people's trust and reliability in common direction determines their
readiness for their acting towards the "Common Cause"
Attitudes and alignment
The "common cause" lives and survives through goal-compatible attitudes. This common alignment requires lasting confidence, trust and reliability. These are qualities without which our agreements, recipes and tools have little effect and short half-lives. How can alignment be developed through attitude? What can be done to stimulate and maintain these qualities across the community of our organization? How does working on attitude differ from manipulative leadership work?
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We propose continuous work on attitudes about the effect of maxims of action. Maxims of action can create attitudes in organizations without restricting people's individuality. The aim of this work is to establish a shared understanding of our people for their actions thus applying quality attributes: maxims of action in mutual recognition of their value for the individual and for the community.
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Maxims of action create standards without the loss
appreciation for the potential of our people
"Just" a code ...
Each and every one of us has gained his/her own experiences with sets of rules. Good ones and bad ones. Maxims create their effect through the will to act, not through following a rule or a set of rules. Maxims are effective through the individuals' convictions about the value of appropriate action for the "common cause". Working on attitudes aims to achieve this recognition. Our work at Dux Mediate follows these considerations. The common basis for work is a code of a few maxims for action. We have developed our 4K+V model from this concept. It describes five connected qualities of action. Communicating them and gaining their broad recognition is the first goal and first challenge for an organization that wants to become and remain an "Organisation of Common Cause".
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Rules create structures Codes connect people
