There is a belief that high performance is a product of people who care rather than systems that constrain. People do not preoccupy themselves with the risk of failure but are confident they can tackle virtually any challenge. Leadership is not authoritarian or coercive, but participative whenever possible. The leaders envision an ideal organization, define purpose and goals, then articulate these and foster commitment, staff communicate easily. They feel comfortable consulting their peers as well as those above and below them.
Staff reflect on their performance.
They learn from the effects of their actions. They seek to solve problems creatively. They maintain strong monitoring, feedback and control systems as useful tools. There is an alignment of values and purpose between the well-performing organizations and their political and central agency masters, with a view to strong performance and high achievement. When conditions change they adjust their methods, not their values.