Win/Win using Tiriti/Treaty values
In 2002, Housing New Zealand Corporation had developed a set of values and was keen to operate with these throughout its operations. The Corporation had done some work to develop a Māori housing strategy but was having trouble concluding this work and implementing it.
How to position a Māori perspective in a mainstream organisation
The organisation was having difficulty knowing where to position a Māori perspective. Its options were:
At the time Tony was working in HNZC managing the development and implementation of a Māori Capability Plan. Discussions with managers showed that the language of the business was very results orientated and systems driven.
Translating values into behavioural indicators
If a set of mainstream values was to have the ability to work in a more relational way, it needed to have different worldview values operating in a way that could produce a win:win result for all parties and the flexibility to acknowledge relationship protocols that were wider than those operating at the time.
The values were:
The key Māori worldview values relevant to the work of HNZC were:
See the indicators
In 2009 I met an HNZC staff member for the first time. She said “Ah so you’re Tony Spelman. We still use your work in the Corporation. It’s the best we’ve had”.
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