Living through principles, rather than being governed by rules

Creating meaningful and changing work experiences, rather than living by job descriptions

Seeing planning as on-going learning and acting, rather than building five-year plans

Expecting parts of an organization to be stable, mature, and safe, while others are younger and chaotic, and still others are aging and dying, rather than seeking consistency throughout

Seeing organizational structures as fluid and ambiguous lines, rather than tightly drawn and linked boxes

Expecting organizational boundaries to be porous and open, rather than strongly defined to keep out the environment

Ensuring that action and experimentation take precedence, rather than focusing on meetings, planning, and reports

Letting go of fear, rather than letting fears clog up the arteries of the organization

Focusing on good judgment, rather than building complex measurable indicators

Worrying about why and what, rather than how, where, and when