On Reciprocity - Our Duties As Public Servants

 
Using the "lens" available through, and the Direct System paradigm inherent in, TQM,
please review the following advocacy as the means to "operationalize" the underlying value for Direct Change viz Reciprocity:

 
"Title: Our Duties As Public Servants
 
We serve others, others serve us:
We serve one another
 
We are the public,
and yet because we serve one another,
we are also public servants
 
Public servants, whether
publicly-, privately- or, self-employed,
all have one thins in common: serving the Public
 
And so, resources entrusted to our care,
whether publicly-, or privately-owned,
we manage them as stewards of the public.
 
We create & maintain tools to serve us:
We do not serve the tools
 
We created & maintain systems to serve us & others:
We serve one another through systems
We do not serve the systems
That is:
The systems are intended to uplift people,
and not the other way round
 
Usurpers will usurp us if we let them,
we must not let them:
We must shun usurpation
 
Usurpers will use our systems,
the systems that we create, maintain and use,
to usurp us if we let them,
we must not let them:
We must protect our systems against usurpation
 
Hence, our duties as public servants and stewards:

• Serve one another, through our systems, and not serve the systems
  
• Shun usurpation: Be vigilant against the usurpation of:
  
  • everyone's time, energy, spirit, health, wealth, ..and/or
    
  • collective wealth and resources"

 
CLAUDE (AI):
 
Here is an analysis of how the advocacy could help operationalize reciprocity through a TQM lens:

• Establishing clear expectations that all serve each other helps cultivate a collaborative culture, important for TQM.

• Viewing both public/private workers and citizens as "public servants" flattens hierarchies and enlists the public in continuous improvement as both users and co-creators of systems, aligning with participatory TQM approaches.

• Emphasizing stewardship of collective resources redistributes accountability across stakeholders in a holistic manner consistent with TQM's systems thinking.

• Safeguarding against "usurpation" aims to keep collaboration and problem solving among equals, preserving transparency - key TQM principles. But oversight policies would require attention to ensure equal protection.

• Positioning systems as tools for uplifting people, not ends in themselves, reinforces TQM's citizen-centric priorities and flexibility over process rigidities.

• Bringing formerly separate sectors and stakeholders together through shared language of service, stewardship and reciprocal duty could help operationalize more integrated, collaborative approaches prized by TQM.

 
Overall, enacting these aims could foster important cultural and structural changes enabling reciprocal relationship-building and public participation crucial to operationalizing continuous improvement envisioned by TQM - assuming proper guardrails, evaluation and refinement over time.