Principle #1

Breakthrough Performance is always possible

The first principle of two, which we believe are fundamental to realise breakthrough performance:​

Improvement is always possible.  People tend to seek improvements, although sometimes we need to be challenged to see what is possible within the limits of our available resources.

Principle #2

Ordinary people achieve extraordinary things – alone and together – in breakthrough conducive environments

The second principle; fundamental for breakthrough performance to be realised:

The potential that lies in human resources is unlimited. Mobilising this resource has time and time again proven to give results never even imagined. Releasing this potential gives unexpected and extraordinary results.

Principle #3

Co-creation is key to achieving ownership, learning and quality

This is the first process principle giving guidance to the mobilisation and release of potential in our people.

Ownership is created through co-creation, a process qualitatively different from collaboration, participation, creation and teamwork – but which includes all of them. Co-creation happens when two or more people create something new, something that was not there before.

Principle #4

Sustained Breakthrough Performance is achieved through balancing inner drive and outer pressure – at optimal levels

This is the second process principle giving guidance to the mobilisation and release of potential in our people. How to make the change last?

We are all stimulated by our own inner drives as well as by outer pressure from for example our employers. To make changes last, we need to balance these aspects at optimal levels. To create sustained breakthrough performance, the people need to see that their own inner drive is linked to what the organisation wants to achieve.

Principle #5

Improve the flow - through attractors and elimination of hindrances

This is the third process principle giving guidance to the mobilisation and release of potential in our people. Why go against the flow?

As a river has a dynamic flow, so has an organisation. We need to identify the attractors that ensures the “pull” that will release the flow; the potential of the people. By identifying strong and compelling attractors, some of the obstacles that lie in our way will lose its importance and disappear naturally, and thus improving the flow.

Principle #6

The Power of "and"; Always believe in both – and, not either – or

This is the first of two principles of rationale.

We need to apply the principle of both - and, not either – or, to achieve breakthroughs. To be able to have the structure needed to achieve budgets as well as the creativity to continuously invent new products and processes. To address the cognitive as well as the affective and to care for old and new theory and knowledge. To increase our ability to have two things in our heads at the same time – even if they represent a paradox.

Principle #7

Inspiration through feedback; evaluate and measure to motivate

This is the second of the two principles of rationale.

We need to measure our progress so that we see that we are approaching our vision. We recognise our milestones, celebrate our achievements and learn from our mistakes. In order to stay on a certain desired path, we need to quickly discover when we take a wrong turn.

People and organisations develop through action, feedback, reflection and learning.

Principle #8

Treasure human interaction – create meaning and identity and appreciate differences

This final principle is about basic human values and beliefs – guiding everything we do and believe.

Organisations need to take responsibility for creating arenas for dialogue, mutual appreciation and identity development. We improve human interaction by appreciating other people’s views, being curious and genuine in our inquiries with the aim to join the other(s) in shared reflection and learning in an atmosphere where differences and diversity is treasured.