Over the past 25 years, organisations have rolled out policy after policy in the name of governance and risk management and they tend to be dry unengaging documents that focus on wrong behaviours and consequences and are looked on by management as an enforcement instrument and by employees as management protection.
Very often, they are expressed in terms which do not align particularly well with organisational values.
What if we were to take a different approach?
If we start by defining what good looks like (ie what we are trying to achieve in good practice and culture in the subject area) and why we want it, policies take on a positive feel that can be used to motivate people to practise the right behaviours (not just avoid the wrong ones).
Of course, we need to include something about the consequences of not complying with the policy but that is subsidiary to and balanced by the main message about the good stuff.
That’s what our “Positive Policies” are all about.