Core Protocols

Most employees give themselves over to a set of rules that govern their day-to-day corporate existence. How good are those rules?

  1. I commit to engage when present.
  2. I will seek to perceive more than I seek to be perceived.
  3. I will use teams, especially when undertaking difficult tasks.
  4. I will speak always and only when I believe it will improve the general results/effort ratio.
  5. I will offer and accept only rational, results-oriented behavior and communication.
  6. I will disengage from less productive situations
  7. I will do now what must be done eventually and can effectively be done now.
  8. I will seek to move forward toward a particular goal, by biasing my behavior toward action.
  9. I will use the Core Protocols (or better) when applicable.
  10. I will offer and accept timely and proper use of the Protocol Check protocol without prejudice.
  11. I will neither harm—nor tolerate the harming of—anyone for his or her fidelity to these commitments.
  12. I will never do anything dumb on purpose.

A guy I met last week – Dan Mezick – introduced me to this thing called "Core Protocols." It’s an open-source behavioral toolkit based on 14 rules (with expansion packs), and they’re another point on the line that roughly describes “rational/legal authority in business.” The aim of these rules is to enable effective team behavior, as best I understand it.

Most employees in large businesses give themselves over to a set of rules that govern their day-to-day corporate existence. Important to point out that I think most of us would agree that if you get the rules set up right, they can be helpful constructs.

The problem is not the presence rules, instead, it’s that most corporate rules are shitty rules, and they’re really hard to change over time.

Subscribe to CPJ.FYI

Every Sunday afternoon, in your inbox: a handcrafted set of reads to get you ready for your week. With a 54% open rate!