Our principles
These are the guiding principles for achieving a Better Way which we developed through discussion in the network and which have stood the test of time.
You can find out more about each of these here:
In a little more detail…
Prevention is better than cure. We all need help throughout our lives, and benefit from ‘right first time’ support, sometimes at early stages, sometimes at moments of crisis or difficulty. We also need strong communities that build readiness, resilience and resourcefulness, and national systems and policies which help people to thrive, not undermine them.
Building on strengths is better than focusing on weaknesses. Even in the most difficult circumstances people and communities have much to offer. They are well placed to come up with the solutions, and to take action accordingly. Defining people by their ‘needs’ or deficits, and doing things for or to rather than with them, creates dependency. Creating conditions where people can flourish on their own terms sets them free.
Relationships are better than transactions. Deep value is generated through relationships between people and the commitments people make to each other. We find this first and foremost in families, communities and neighbourhoods, but organisations in every sector need to do more to treat people with humanity and as individuals and so generate deep value too.
Collaboration is better than competition. Collaboration is the best way to address complex social issues and we need to develop leadership styles that support it. Price-based competitive tendering for public services is harming society and wasting taxpayers' money. Rather than a destructive, value-squeezing contest among a few big corporations in pursuit of shareholder profit, we need a collaborative method that brings together people with a shared interest in a common challenge.
Mass participation is better than centralised power. Power is concentrated in the hands of too few people. More decisions should be made by larger groups of people with a shared interest or expertise in the subject, starting with those whose voices have not been heard: ‘no decisions about us without us’. Moreover, public agencies, charities and businesses achieve most when they move away from command and control by the few and stimulate the resourcefulness of the many.
Local is better than national. People need the power to shape the places they live and work in. Some things do need to be organised at national level and stewardship is a shared task but governments and other national agencies should stick to what they do well and stop trying to organise services and community life from the centre, set out aspirations not blueprints, recognise the value of locally based organisations, and only get involved in things which local people can’t or won’t do by themselves.
Principles are better than targets. All too often universal targets, standard setting and inspection regimes fail to encourage the best behaviours or prevent the worst. There is a place for government to set expectations and raise standards. But quality is a continual process, emerging from principles of human dignity, best reinforced by reflective practice, citizen engagement, challenge and accountability, and experts in lived experience are the best starting point.
Changing ourselves is better than demanding change from others. Challenge is important but we can begin with what we ourselves can do, putting the common good first and our vested interests last. The more we achieve, the more others will follow.