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99	99	and the process. For example, decisions for procurement of goods and investments in initiatives.
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	102	+Honesty: Honesty requires sincerity, directness and specificity, where actions and statements are free from bias or dogma and motivated to
	103	+achieve the goals and objectives of the initiative. Reflection (assessment) of one's ideas and self can only be genuine if one is honest.
	104	+Individual: Participants engage directly (i.e. straightforwardly), truthfully and authentically with the organization.Initial:
	105	+Repeatable:
	106	+Defined:
	107	+Managed:
	108	+Optimized:
	109	+Organizational: The organization engages directly (i.e. straightforwardly), truthfully and authentically with the participants.
	110	+Initial:
	111	+Repeatable:
	112	+Defined:
	113	+Managed:
	114	+Optimized:
	115	+What this organization might look like...
	116	+Reflection: Knowing one's limits or failures is fundamental to acknowledging them, however recognizing one's limitations does not mean one
	117	+would admit to them or correct them. Humility accepts that current ideas, drivers, approaches, expectations, values might change and readily
	118	+accepts those.
	119	+Individual: Participants reflect on, assess and reconsider, both their own and others, current and previous engagements.
	120	+Initial:
	121	+Repeatable:
	122	+Defined:
	123	+Managed:
	124	+Optimized:
	125	+Organizational: The Organization reflects on, assesses and reconsiders, both their own and others, current and previous engagements.
	126	+Initial:
	127	+Repeatable:
	128	+Defined:
	129	+Managed:
	130	+Optimized:
	131	+What this organization might look like...
	132	+Humility: The scope of competency and capacity.
	133	+Individual: The individual understands how they can--and cannot--contribute to a project and what that contribution provides them.
	134	+Initial:
	135	+Repeatable:
	136	+Defined:
	137	+Managed:
	138	+Optimized:
	139	+Organizational: The organization understands how it can--and cannot--contribute to an objective and what that contribution provides them.
	140	+Initial:
	141	+Repeatable:
	142	+Defined:
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	144	+Optimized:
	145	+What this organization might look like...
	146	+Principles
	147	+Communication: Communication is necessary for transparency in openness. While some individuals/organizations may provide communication,
	148	+this may be promotional, marketing or spin rather than actual policies, processes and practices. Yet in order for transparency to exist at all in
	149	+openness, some form of communication must take place that conveys information and exposes organizational artifacts.
	150	+Individual: Participants actively share information with the organization.
	151	+Initial:
	152	+Repeatable:
	153	+Defined:
	154	+Managed:
	155	+Optimized:Organizational: The organization actively shares information with the participants.
	156	+Initial:
	157	+Repeatable:
	158	+Defined:
	159	+Managed:
	160	+Optimized:
	161	+What this organization might look like...
	162	+Transparency: Transparency, or access to and discover-ability, of information, contributes to the development of affinity groups (self-organizing,
	163	+self-interested, self-motivated, self-directed). If an organization provides access to information, individuals can find topics of interest and others
	164	+who share those interests. Groups cannot effectively organize or contribute without knowing organizational details.
	165	+Individual: Information created by or managed by participants is discoverable by the organization.
	166	+Initial:
	167	+Repeatable:
	168	+Defined:
	169	+Managed:
	170	+Optimized:
	171	+Organizational: Information created by or managed by the organization is discoverable by participants.
	172	+Initial:
	173	+Repeatable:
	174	+Defined:
	175	+Managed:
	176	+Optimized:
	177	+What this organization might look like...
	178	+Self-organization: A group of at least two people is sufficient for collaboration in openness. However collaboration can occur outside of
	179	+self-organizing groups, such as committees, departments, etc. who collaborate as part of their jobs or who may have been appointed, rather than
	180	+based on an affinity for the topic.
	181	+Participation, roles and direction is based on personal or professional affinity
	182	+Initial:
	183	+Repeatable:
	184	+Defined:
	185	+Managed:
	186	+Optimized:
	187	+Participation, roles and direction is based on personal or professional affinity
	188	+Initial:
	189	+Repeatable:
	190	+Defined:
	191	+Managed:
	192	+Optimized:
	193	+What this organization might look like...
	194	+Collaboration: Collaboration contributes to evidence-based decision-making but is not necessary. Individuals can use evidence in governance.
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	196	+Initial:
	197	+Repeatable:
	198	+Defined:
	199	+Managed:
	200	+Optimized:
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	202	+Initial:
	203	+Repeatable:
	204	+Defined:
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	206	+Optimized:
	207	+What this organization might look like...Evidence-based decision-making: Evidence-based decision making provides a rationale for organisational investment in, and the prioritisation
	208	+of actions and behaviours (initiatives). The effect(iveness) of evidence-based decision making is in part a function of communication and
	209	+transparency, without which organisational participants may not undertand why or how a variety of decisions are made reducing their ability
	210	+to effectively participate. The notion of evidence-based decision making is tied closely to outcomes monitoring and analysis, and underpins the
	211	+organisation's ability to function as a meritocracy.
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	213	+Initial:
	214	+Repeatable:
	215	+Defined:
	216	+Managed:
	217	+Optimized:
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	224	+What this organization might look like...
	225	+Meritocracy: Meritocracy allows the separation of title, role and other personal and professional trappings from ideas. The individual,
	226	+under particular circumstances is measured by the merit of their idea, and the idea is judged by the circumstances under which is is being
	227	+considered. It is virtually impossible to achieve this form of meritocracy without an organisational culture that values humility.
	228	+Click here to expand...
	229	+Initial:
	230	+Repeatable:
	231	+Defined:
	232	+Managed:
	233	+Optimized:
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	235	+Initial:
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	240	+What this organization might look like...
	241	+Objectives
	242	+Simplicity: Simplicity refers to the state of an organisation and the practice of selecting processes, language, and outcomes that have the lowest
	243	+concept, administration, and work burdon that meet requirements. Simplicity reduces barriers to understanding and overhead costs, allowing
	244	+more resources to be invested in the goals of the community.
	245	+Click here to expand...
	246	+Initial:
	247	+Repeatable:
	248	+Defined:
	249	+Managed:
	250	+Optimized:
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	252	+Initial:
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	256	+Optimized:
	257	+What this organization might look like...Emergence: From
	258	+simplicity emerges complexity. Emergence is the creation of outcomes that are irreducible to its
	259	+constituant parts - that is, it is the creation of something new and more complex that the constituents without a
	260	+formal externally imposed plan. Through emergence, organisations can expect:
	261	+radical novelty through the appearance of characteristics and qualities that were not previously observed in the organisation;
	262	+coherence or correlation, providing stable and integrated wholes that maintain themselves over some period of time;
	263	+the benefits of evolutionary dynamic processes and outcomes that by definition are suited to and a reflection of their
	264	+environment;
	265	+the benefits of supervenience, is which the nature of emergent outcomes are influenced by the organisational culture, but are
	266	+not reducible. (reference to Emergence as a Construct: History and Issues , by Jeffrey Goldstein : http://www.anecdote.com.au/papers/Emergen
	267	+ceAsAConsutructIssue1_1_3.pdf )
	268	+Through emergence, the organisation can enjoy the complexity of sophisticated outcomes, while managing simplicity.
	269	+Click here to expand...
	270	+Initial:
	271	+Repeatable:
	272	+Defined:
	273	+Managed:
	274	+Optimized:
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	276	+Initial:
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	280	+Optimized:
	281	+What this organization might look like...
	282	+Incremental Development: Engaging in discovery, design, and creation of any artefact, pattern, or idea in simple discreet iterative cycles, such
	283	+that mesurable outcomes may be assessed at a reasonably small level of granularity. As such, incremental development allows
	284	+for adjustments to desired outcomes, expectations, prioritisation, processes, and workload at a level that
	285	+promotes organisational effectiveness and efficiency.
	286	+Click here to expand...
	287	+Initial:
	288	+Repeatable:
	289	+Defined:
	290	+Managed:
	291	+Optimized:
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	293	+Initial:
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	297	+Optimized:
	298	+What this organization might look like...
	299	+Rapid Feedback: Rapid feedback is essential to incremental development and allows for relevant, timely, and working products, which
	300	+enhances productivity, a sense of clear direction, and improves alignment with changing requirements.
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	302	+Initial:
	303	+Repeatable:
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	308	+Initial:
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	311	+Managed:
	312	+Optimized:What this organization might look like...
	313	+Continuous Feedback: Continuous feedback supports continuous improvement and enhances the likelihood that requirements are met as
	314	+they evolve with low relative investments in rework.
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	316	+Initial:
	317	+Repeatable:
	318	+Defined:
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	327	+What this organization might look like...
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