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E APPRECIATIVE INQUIRY PRINCIPLES The Core Principles of Appreciative Inquiry, which describe the basic tenets of the underlying Ai philosophy, were developed in the early 1990's by David Cooperrider and Suresh Srivastva (Cooperrider's advisor at Case Western Reserve University). The five original principles are: Constructionist, Simultaneity, Anticipatory, Poetic, and Positive.

The debategraph on the Core Principles for Dialogue & Deliberation can also be found at http://debategraph.org/flash/fv.aspx?r=16220. You can learn more about the Principles and the process we used to create them at www.ncdd.org/pep.

The Public Engagement Principles (PEP) Project was launched in mid-February 2009 to create clarity in our field about what we consider to be the fundamental components of quality public engagement, and to support President Obama's January 21, 2009 memorandum on open government. The following principles were developed collaboratively by members and leaders of NCDD, IAP2 (the International Association of Public Participation), the Co-Intelligence Institute, and many others.

Existing patterns of urban and suburban development seriously impair our quality of life. The symptoms are: more congestion and air pollution resulting from our increased dependence on automobiles, the loss of precious open space, the need for costly improvements to roads and public services, the inequitable distribution of economic resources, and the loss of a sense of community. By drawing upon the best from the past and the present, we can plan communities that will more successfully serve the needs of those who live and work within them. Such planning should adhere to certain fundamental principles.

This topic forms part of the Systems Thinking knowledge area (KA). It identifies systems principles as part of the basic ideas of systems thinking. Some additional concepts more directly associated with engineered systems are described, and a summary of system principles associated with the concepts already defined is provided. A number of additional "laws" and heuristics are also discussed.

Listed below are our design principles and examples of how we've used them so far. These build on, and add to, our original 7 digital principles. 1. Start with needs* 2. Do less 3. Design with data 4. Do the hard work to make it simple 5. Iterate. Then iterate again. 6. Build for inclusion 7. Understand context 8. Build digital services, not websites 9. Be consistent, not uniform 10. Make things open: it makes things better

To get a higher return on our public investments requires an understanding of what it takes to build great towns and neighborhoods. The following are principles of placemaking for Strong Towns.

Corporation for Positive Change is a global network of master consultants, linked by a shared commitment to the principles and practices of Appreciative Inquiry and Positive Change. We are skilled designers and facilitators of high engagement, strength-based, large-scale change. We help with the human side of organizing, strategic change, and culture transformation in businesses, non-profits and NGO's, health care, education, government and religious organizations. We are team builders, helping with leadership, professional, and project teams to achieve their goals by clarifying their purpose and principles, strengthening stakeholder relations, and aligning strengths around performance outcomes.

These principles were initially derived by Elinor Ostrom, a political scientist by training, for groups that were attempting to manage common-pool resources. The fact that groups possessing these design features were capable of managing their own affairs was so new against the background of received economic wisdom that Ostrom was awarded the Nobel Prize in economics in 2009. The design principles were later generalized by David Sloan Wilson, Ostrom, and Michael Cox in two respects. First, they follow from the basic evolutionary dynamics of cooperation in all species and our own evolutionary history as a highly cooperative species. Second, because of their theoretical generality, they apply to a much broader range of human groups than those attempting to manage common-pool resources. That is why they provide a practical framework for improving the efficacy groups, which is the objective of PROSOCIAL." (http://alanhonick.com/prosocial/)

Some may be surprised to hear PPS echoing a version of the modernist mantra "form ever follows function" (see principle 9), but it's important for us to remember what that phrase is really all about. When it was first coined by Louis Sullivan, it was a humanist idea: that the form of a building should serve first and foremost the human uses that animate it. But over time, as Jane Jacobs observed, the idea of function underwent a "drift from humanism to gimmickry."

We are a voluntary initiative based on CEO commitments to implement universal sustainability principles and to take steps to support UN goals.

The Congrès internationaux d'architecture moderne - CIAM (International Congresses of Modern Architecture) was an organization founded in 1928 and disbanded in 1959, responsible for a series of events and congresses arranged around the world by the most prominent architects of the time, with the objective of spreading the principles of the Modern Movement focusing in all the main domains of architecture (such as landscape, urbanism, industrial design, and many others).

This article is about power structures in society and how they interact. Specifically it is a guide to seeing who has power when important decisions are being made. It is quite old, but never-the-less of great value to anyone interested in issues of citizen participation. The concepts discussed in this article about 1960's America apply to any hierarchical society but are still mostly unknown, unacknowledged or ignored by many people around the world. Most distressing is that even people who have the job of representing citizens views seem largely unaware, or even dismissive of these principles. Many planners, architects, politicians, bosses, project leaders and power-holder still dress all variety of manipulations up as 'participation in the process', 'citizen consultation' and other shades of technobable.

Three basic principles Empowerment. SeeClickFix allows anyone to report and track non-emergency issues anywhere in the world via the internet. This empowers citizens, community groups, media organizations and governments to take care of and improve their neighborhoods. Efficiency. Two heads are better than one and 300 heads are better than two. In computer terminology, distributed sensing is particularly powerful at recognizing patterns, such as those that gradually take shape on a street. Besides, the government can't be in all places at all times. We make it easy and fun for everyone to see, click and fix. Engagement. Citizens who take the time to report even minor issues and see them fixed are likely to get more engaged in their local communities. It's called a self-reinforcing loop. This also makes people happy and everyone benefits from that.

This book is the culmination of several years of thinking about the principles behind the open government data movement in the United

Common Good is a nonpartisan reform coalition that offers Americans a new way to look at law and government. We propose practical, bold ideas to restore common sense to all three branches of government--legislative, executive and judicial--based on the principles of individual freedom, responsibility and accountability. Common Good's philosophy is based on a simple but powerful idea: People, not rules, make things happen. This idea is fundamental to how we write laws and regulations, structure government agencies and resolve legal disputes. It affects all our lives, everyday.

Our Philosophy & Guiding Principles Social systems work as they do because of how we work - how we think and interact. Our habitual ways of thinking and acting typically lead to change efforts shaped by mechanical problem solving and unproductive competition, often among otherwise well-intentioned interveners. In effect, we try to control complex processes that cannot be controlled, and in so doing miss the real opportunities for deeper and more long-lasting change. By contrast, natural systems demonstrate harmony, balance, integration, and ongoing evolution. The new knowledge we see emerging in the world shapes organic processes of change that result in social systems that are more resilient, sustainable, and adaptive. These "integral" learning and change processes knit "inner" and "outer" change, and are both deeply personal and inherently collective.

The Resource Guide showcases the National Coalition for Dialogue & Deliberation's best collaboratively-created products (like the Core Principles for Public Engagement and the Engagement Streams Framework), as well as recognizing and directing you to a lot of the great work on public engagement that has been done by others in our field.

OUR STORY For 30 years, BFI has supported a growing international network of Fuller-inspired innovators through the maintenance of a comprehensive Information Clearinghouse on R.B Fuller, including a detailed inventory of the practices and principles informing Fuller's approach to design.