1.1.1: Statement on Collaboration and Integrity - Biology

1.1.1: Statement on Collaboration and Integrity - Biology

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All documentation of your experiments must be written entirely by you. The following links may help you in this endeavor:

  • MIT Libraries Overview on Citation, especially
    • Brief paraphrasing example: "Using the Language of Your Source Appropriately." Section 10.1 in Perelman, L. C., J. Paradis, and E. Barrett. The Mayfield Handbook of Technical & Scientific Writing.
    • A few paraphrasing examples and guidelines
  • MIT Policies and Procedures for Dealing with Academic Dishonesty.

Finally, in order for you to have the best learning experience possible, and to maintain a fair playing field for all students in the class, we ask that you do not look at completed assignments for similar modules run in previous years.

Cloudflare launches DNS service with privacy, TLS and more

There was an important development this month with the launch of Cloudflare’s new DNS resolver service. This is a significant development for several reasons, but in particular it supports the new DNS-over-TLS and DNS-over-HTTPS protocols that allow for confidential DNS querying and response.

Before we get to that though, Cloudflare joins Google’s Public DNS that uses and Quad9 DNS that uses, by implementing as a memorable IP address for accessing its new DNS service. IP addresses are generally not as memorable as domain names, but you need access to a DNS server before you can resolve domain names to IP addresses, so configuring numbers is a necessity. And whilst a memorable IP address might be cool, it’s also proved important recently when DNS resolvers have been blocked or taken down, requiring devices to be pointed elsewhere.

The address is part of the – public IP address range actually allocated to APNIC, one of the five Regional Internet Registries, but it has been randomly used as an address for so many things (e.g. for proxies), that it was overwhelmed with garbage traffic every time it was announced in the global routing system. The Cloudflare network is sufficiently scaled that it can cope with this traffic, so an agreement was established to allow APNIC Labs to analyse traffic to this address range in return for Cloudflare being able to use for its DNS resolver project.

Under the agreement, APNIC also allowed Cloudflare to use the address as the second IPv4 address for their DNS services, from a separate address range allocated for research. IPv6 addresses are also available, although at 2606:4700:4700::1111 and 2606:4700:4700::1001 they are not nearly so memorable.

Improving DNS Performance

It’s also important to have a fast and reliable DNS resolver service. Every device connecting to the Internet needs a recursive DNS resolver to translate names into addresses, which are usually provided by your ISP who’ll automatically configure your devices to point to them. However, ISP-provided resolvers can often be slow and unreliable (a problem I’ve encountered recently with an ISP that I use, and there’s some interesting comparison testing in this in this blog post), quite aside from the fact that locally-based servers have been blocked or censored by some national governments in response to civil unrest or politically embarrassing incidents. The likes of Cloudflare, Google, Quad9 and others provide alternatives, allowing users to choose better performing services with enhanced features rather than just having to rely on the default service offered by your ISP.

DNS Privacy

And this leads us to the most innovative feature of Cloudflare’s DNS service. The DNS was never designed with privacy or security in mind, and whilst DNSSEC adds verification to the information returned by DNS queries, traffic is still sent unencrypted which allows anyone monitoring your network connection to see what you’re looking up and therefore visiting.

A couple of different solutions to this problem have recently been developed by the IETF, which we’ve discussed in previous blogs. The DPRIVE Working Group has developed DNS-over-(D)TLS, whilst the DOH Working Group has been working on DNS-over-HTTPS. The different protocols have different merits and try to address particular legacy behaviour of the DNS protocol (e.g. limitations on UDP packet size and the need for fast responses), but both approaches encrypt DNS queries and responses to provide confidentiality of these transactions.

So far so good, but there’s also a need for both resolvers and clients to be upgraded to support these protocols. Up until now, whilst some test servers have been set-up by various organisations, Google has been the only significant provider supporting DNS-over-HTTPS through their Google Public DNS and Android operating system. As a result, there’s been a certain reticence for other providers and vendors to build in support for protocols that rely on a competitor, but hopefully as more alternative resolver services are established, we’ll see increasing usage of these DNS privacy protocols.


It should be pointed out that both DNS-over-HTTPS and DNS-over-TLS only encrypt DNS communications between stub-resolver (on the client device) and recursive resolver (e.g. Cloudflare They do not currently encrypt the communications between the recursive resolver and authoritative DNS servers when resolving queries, so the provider of the resolver needs to be trusted as it still has the potential to monitor and log transactions. Neither does either protocol ensure the integrity of information returned from an authoritative server, which is why DNSSEC is also required to cryptographically assert the DNS entries are correct. They are nonetheless important components in improving the security and confidentiality of the DNS.


If you’re interested in how to set-up a recursive DNS resolver and/or stub-resolver on a client device, you can find a lot of information over on the DNS Privacy website. Deploy360 also published a blog post last year on how we set-up DNS-over-TLS in the Go6lab which is well worth reading.

UPDATE: We should also note that Cloudflare’s service also supports “Query Name (QNAME) Minimization”, as defined in RFC 7816. They include a reference to this at the end of their “Nitty Gritty Details” page:

Cloudflare minimizes privacy leakage by only sending minimal query name to authoritative DNS servers. For example, if a client is looking for, the only part of the query discloses to .com is that we want to know who’s responsible for and the zone internals stay hidden.

Kudos to Cloudflare for implementing this higher level of privacy protection in their service.

Thanks to Stéphane Bortzmeyer for pointing out on Twitter that Cloudflare had implemented QNAME minimization. We had missed the small mention in Cloudflare’s technical blog post and weren’t aware they had included this.


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Procedures and Policies

If an instructor suspects academic dishonesty, the instructor should contact the Director of Graduate Studies and the Director of Academic and Student Affairs. The Director of Academic and Student Affairs will then contact the student and meet with him or her to discuss the incident.

If an academic integrity violation is determined, penalties are set by the Director of Graduate Studies. Penalties for violations of the academic integrity policy are serious and swift. These penalties include failing the relevant course, having their case referred to GSAS, and termination from the program. All and any of these penalties may be enacted for a first offense.

Benefits of Integrity

A workforce comprised of people with integrity is one where you can trust the staff to perform to the best of their ability. They don't compromise on their ideals, cut corners, cheat, or lie. They behave according to an internally consistent code of values.

Integrity in business can strengthen relationships with vendors and customers because they can trust you'll keep your promises and act honorably if something goes wrong. Corruption, which can cause scandals and shake a corporation's reputation, is incompatible with integrity.

Regularly discussing dilemmas of integrity with your employees gives them a chance to learn your expectations and also helps develop a culture of integrity in the workplace.  

Determination of Investigator Status

  • All Program Directors/Principal Investigators (PD/PIs) must have an eRA Commons account at the time of application.
  • Prior to application submission, PD/PIs are encouraged to verify and/or enter the date of their terminal research degree or the end date of their post-graduate clinical training in their eRA Commons Profile to ensure the correct identification.
    • NIH systems will automatically calculate the status of each investigator and display it within their eRA Commons personal profile
    • The ESI status of the PD/PIs on any R01 or R01 equivalent application will be flagged at time of submission
    • Investigators should make sure their status is correctly marked in their profile. If your status is incorrect, please contact the NIH eRA Service Desk.

    Section IV. Application and Submission Information

    1. Requesting an Application Package

    The application forms package specific to this opportunity must be accessed through ASSIST, Workspace or an institutional system-to-system solution. Links to apply using ASSIST or Workspace are available in Part 1 of this FOA. See your administrative office for instructions if you plan to use an institutional system-to-system solution.

    2. Content and Form of Application Submission

    Although a letter of intent is not required, is not binding, and does not enter into the review of a subsequent application, the information that it contains allows IC staff to estimate the potential review workload and plan the review.

    By the date listed in Part 1. Overview Information, prospective applicants are asked to submit a letter of intent that includes the following information:

    • Descriptive title of proposed activity
    • Name(s), address(es), and telephone number(s) of the PD(s)/PI(s)
    • Names of other key personnel
    • Participating institution(s)
    • Number and title of this funding opportunity

    The letter of intent should be sent to:

    Michelle Berny-Lang, PhD
    National Cancer Institute (NCI)

    All page limitations described in the SF424 Application Guide and the Table of Page Limits must be followed.

    The following section supplements the instructions found in the SF424 (R&R) Application Guide and should be used for preparing an application to this FOA.

    All instructions in the SF424 (R&R) Application Guide must be followed.

    All instructions in the SF424 (R&R) Application Guide must be followed.

    All instructions in the SF424 (R&R) Application Guide must be followed.

    All instructions in the SF424 (R&R) Application Guide must be followed.

    R&R or Modular Budget

    All instructions in the SF424 (R&R) Application Guide must be followed.

    Trans-Program Collaborative Funds: Applicants must set aside a minimum of $20,000 (direct costs) of their annual budget for collaborative trans-program synthetic biology technology development projects. The set-aside amount should be presented in the Other Direct Costs category under the heading “Collaborative Funds." The use of the set-aside funds will be restricted for collaborative studies proposed post-award and released upon advice of the Steering Committee and authorization by NCI and NIBIB.

    Travel Expenses Budget: Applicants must budget for travel and per diem expenses for at least one PD/PI to attend annual investigator meetings.

    All instructions in the SF424 (R&R) Application Guide must be followed.

    All instructions in the SF424 (R&R) Application Guide must be followed.

    All instructions in the SF424 (R&R) Application Guide must be followed, with the following additional instructions:

    Research Strategy: The goal of this FOA is to support research projects to advance the unique capabilities of synthetic biology to tackle cancer research questions. In support of this goal, investigators should clearly describe:

    • The cancer research question to be addressed and its significance within the broader cancer research landscape
    • The synthetic biology technology, including a description of the engineered/reengineered biological system and its ability to sense, compute, and respond
    • The level of innovation of the proposed synthetic biology technology, including why the technology is uniquely suited to address the cancer research question

    Resource Sharing Plan: Individuals are required to comply with the instructions for the Resource Sharing Plans as provided in the SF424 (R&R) Application Guide.

    The following modifications also apply:

    • All applications, regardless of the amount of direct costs requested for any one year, should address a Data Sharing Plan.
    • Data, tools, models, and software from this FOA are expected to be shared in an easily accessible format to increase the value of the significant public investment.
    • The resource sharing plan should describe the types of data, tools, models, and software that are expected to be generated and shared.
    • The resource sharing plan should address sharing of data, tools, models, and software across the program, consistent with achieving the goals of this program.

    Only limited Appendix materials are allowed. Follow all instructions for the Appendix as described in the SF424 (R&R) Application Guide.

    When involving human subjects research, clinical research, and/or NIH-defined clinical trials (and when applicable, clinical trials research experience) follow all instructions for the PHS Human Subjects and Clinical Trials Information form in the SF424 (R&R) Application Guide, with the following additional instructions:

    If you answered “Yes” to the question “Are Human Subjects Involved?” on the R&R Other Project Information form, you must include at least one human subjects study record using the Study Record: PHS Human Subjects and Clinical Trials Information form or Delayed Onset Study record.

    Study Record: PHS Human Subjects and Clinical Trials Information

    All instructions in the SF424 (R&R) Application Guide must be followed.

    Note: Delayed onset does NOT apply to a study that can be described but will not start immediately (i.e., delayed start). All instructions in the SF424 (R&R) Application Guide must be followed.

    All instructions in the SF424 (R&R) Application Guide must be followed.

    Foreign Institutions

    Foreign (non-U.S.) institutions must follow policies described in the NIH Grants Policy Statement, and procedures for foreign institutions described throughout the SF424 (R&R) Application Guide.

    3. Unique Entity Identifier and System for Award Management (SAM)

    See Part 1. Section III.1 for information regarding the requirement for obtaining a unique entity identifier and for completing and maintaining active registrations in System for Award Management (SAM), NATO Commercial and Government Entity (NCAGE) Code (if applicable), eRA Commons, and

    Part I. Overview Information contains information about Key Dates and times. Applicants are encouraged to submit applications before the due date to ensure they have time to make any application corrections that might be necessary for successful submission. When a submission date falls on a weekend or Federal holiday, the application deadline is automatically extended to the next business day.

    Organizations must submit applications to (the online portal to find and apply for grants across all Federal agencies). Applicants must then complete the submission process by tracking the status of the application in the eRA Commons, NIH’s electronic system for grants administration. NIH and systems check the application against many of the application instructions upon submission. Errors must be corrected and a changed/corrected application must be submitted to on or before the application due date and time. If a Changed/Corrected application is submitted after the deadline, the application will be considered late. Applications that miss the due date and time are subjected to the NIH Policy on Late Application Submission.

    Applicants are responsible for viewing their application before the due date in the eRA Commons to ensure accurate and successful submission.

    Information on the submission process and a definition of on-time submission are provided in the SF424 (R&R) Application Guide.

    5. Intergovernmental Review (E.O. 12372)

    This initiative is not subject to intergovernmental review.

    All NIH awards are subject to the terms and conditions, cost principles, and other considerations described in the NIH Grants Policy Statement.

    Pre-award costs are allowable only as described in the NIH Grants Policy Statement.

    Applications must be submitted electronically following the instructions described in the SF424 (R&R) Application Guide. Paper applications will not be accepted.

    Applicants must complete all required registrations before the application due date. Section III. Eligibility Information contains information about registration.

    For assistance with your electronic application or for more information on the electronic submission process, visit How to Apply – Application Guide. If you encounter a system issue beyond your control that threatens your ability to complete the submission process on-time, you must follow the Dealing with System Issues guidance. For assistance with application submission, contact the Application Submission Contacts in Section VII.

    Important reminders:

    All PD(s)/PI(s) must include their eRA Commons ID in the Credential field of the Senior/Key Person Profile Component of the SF424(R&R) Application Package. Failure to register in the Commons and to include a valid PD/PI Commons ID in the credential field will prevent the successful submission of an electronic application to NIH. See Section III of this FOA for information on registration requirements.

    The applicant organization must ensure that the DUNS number it provides on the application is the same number used in the organization’s profile in the eRA Commons and for the System for Award Management. Additional information may be found in the SF424 (R&R) Application Guide.

    See more tips for avoiding common errors.

    Upon receipt, applications will be evaluated for completeness and compliance with application instructions by the Center for Scientific Review and responsiveness by components of participating organizations, NIH. Applications that are incomplete, non-compliant and/or nonresponsive will not be reviewed.

    Applicants are required to follow the instructions for post-submission materials, as described in the policy. Any instructions provided here are in addition to the instructions in the policy.

    Are you embarking on a research project? Writing a thesis or a journal article? Our resources will guide you through the process from planning to publication.

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    Panel 3: ORI Core Areas 2 (Mentor/Trainee Responsibilities), 5 (Collaborative Science), and 9 (Conflicts of interest and commitment)

    Panel 3 convened RCR and research experts to address the following question:
    Within RCR instructional programs, what specific topics should be taught and assessed in the core areas of:
    1. Mentor/trainee responsibilities,
    2. Collaborative science, and
    3. Conflicts of interest and commitment?

    The panel used a version of the Delphi method to achieve consensus. Panelists were asked to complete three successive online questionnaires. All responses were anonymous.

    Round 1 consisted of an open-response format. Participants were directed to a website which asked them to list, in corresponding text boxes, at least five specific topics in each of the core areas under consideration. After each participant had completed round 1, their responses were carefully condensed, re-worded and organized into topics and subtopics to enhance clarity and prevent redundancy.

    Round 2 involved presenting participants the lists of topics they had generated and asking them to evaluate the importance of teaching each topic in an RCR course. Participants were asked to rate the importance of teaching each topic or subtopic on a four-point scale (1 = Unimportant, 2 = Less important, 3 = Important, 4 = Very important). Participants were also asked to make additional comments about each item concerning wording or clarity. Topics receiving a vote of “Important” or “Very Important” from at least two-thirds of participants were deemed to meet consensus criteria and were presented to participants in the next round, after they were revised according to the participants comments. Topics not meeting consensus are nevertheless displayed in the tables below, with their corresponding consensus values and mean scores.

    Round 3 added to Round 2 by re-asking participants the importance of teaching each item, and also asked participants to rate the importance of assessing each item within an RCR course. Assessment rankings followed the same four-point scale used in the previous round. For each question (one on teaching, one on assessing), each topic receiving a vote of “Important” or “Very Important” from at least two-thirds of participants was deemed to meet consensus criteria, and is labeled with an asterisk in the table below. The consensus value and the mean score for each topic and subtopic are also shown.

    Results: Panel 3

    0BCore Area II. Mentor/trainee Responsibilities

    Topic (Subtopics indented)Percentage of participants rating item as “important” or “very important” (Mean score)
    1. Definitions and expectations of the mentor/trainee relationship100* (3.75)36 (2.36)
    a. Defining research advisors, mentors, and trainees—across a variety of settings including degree programs, postdoctoral training, and jobs42 (2.50)N/AP =
    b. Boundaries of the mentor/trainee relationship100* (3.58)45 (2.36)
    2. Power relationships and the potential problems they involve100* (3.58)40 (2.50)
    a. Power structures and hierarchical relationships within science and the mentor-trainee relationship92* (3.33)25 (2.08)
    b. Friendships and mentoring relationships42 (2.50)N/AP =
    c. Harassment, sexual and other types67* (3.08)42 (2.42)
    3. Scientific responsibilities of the mentor100* (3.42)50 (2.58)
    a. Promoting professional research skills, including identifying research questions, writing proposals, conducting research, and publishing92* (3.17)33 (2.42)
    b. Fostering research compliance (IRB, IUCUC, etc.), RCR, and integrity100* (3.58)75* (3.08)
    c. Finding funding and negotiating grants and contracts33 (2.25)N/AP =
    d. Sharing discipline-specific wisdom on how to operate in the field33 (2.33)N/AP =
    4. Non-scientific responsibilities or roles of the mentor67* (2.92)42 (2.08)
    a. Career counseling, including trainees with science and non-science career goals42 (2.42)N/AP =
    b. Conflict resolution67* (3.00)25 (2.00)
    c. Fostering autonomy with trainees while accomplishing mentor’s goals67* (2.92)25 (2.17)
    d. Management skills42 (2.50)N/AP =
    5. Responsibilities of trainees within the mentor-trainee relationship100* (3.42)45 (2.45)
    a. Work with integrity100* (3.42)42 (2.42)
    b. Willingness to blow whistle or challenge misconduct and questionable conduct100* (3.50)36 (2.36)
    6. How to get the most out of the mentor/trainee experience58 (2.67)N/AP =
    a. Optimal characteristics of mentors and trainees58 (2.58)N/AP =
    b. Effective mentoring strategies and characteristics83* (3.08)27 (2.27)
    c. Contracting for a good mentoring relationship33 (2.33)N/AP =
    7. Addressing challenges and problems in the mentor-trainee relationship100* (3.25)27 (2.27)
    a. Conscientious refusal58 (2.58)8 (1.83)
    b. Importance of clear communication of expectations100* (3.25)33 (2.42)
    c. Dealing with diversity of cultures, races, and other personal traits92* (3.25)42 (2.33)

    * = Item achieved a “consensus” by receiving a rating of important or very important from two-thirds of participants
    P = P = Not applicable because these items were eliminated after round 2 and their importance of being assessed was not measured

    1BCore Area V. Collaborative Science

    Topic (Subtopics indented)Percentage of participants rating item as “important” or “very important” (Mean score)
    1. The nature and advantages of successful collaborations83* (3.17)50 (2.50)
    a. Reasons for collaborating58 (2.83)N/AP =
    b. Risks and benefits of collaborations75* (3.08)42 (2.17)
    c. Identifying a good collaborator83* (3.08)33 (2.33)
    2. Types of collaboration63 (2.73)22 (2.00)
    a. Collaboration within an institution67* (2.75)17 (2.00)
    b. Collaboration between institutions58 (2.67)8 (1.83)
    c. International collaboration58 (2.83)N/AP =
    3. Working well with others92* (3.25)27 (2.27)
    a. Identifying the authority and procedures for establishing collaborative relationships92* (3.00)33 (2.25)
    b. Defining and clarifying roles, responsibilities, and expectations in a collaboration100* (3.42)33 (2.42)
    c. Identifying mechanisms for ongoing decision-making75* (2.92)25 (2.17)
    d. When are written agreements necessary, and what should be addressed in contracts92* (3.25)75* (2.75)
    e. Knowing how and when to end collaborative relationships83* (3.00)33 (2.17)
    4. Dealing with challenges in collaborative relationships100* (3.40)40 (2.50)
    a. Addressing failures in RCR or research integrity83* (3.33)82* (2.73)
    b. Allocating rewards such as credit, authorship, ownership, and rights of use100* (3.58)83* (3.08)
    c. Dealing with competition50 (2.58)N/AP =
    d. Addressing power discrepancies when junior scientists collaborate with senior scientists75* (3.00)50 (2.58)
    5. The role of institutions in collaborative science58 (2.67)N/AP =
    a. Working with appropriate officers50 (2.58)N/AP =
    b. Knowledge of institutional policies83* (3.08)50 (2.58)

    * = Item achieved a “consensus” by receiving a rating of important or very important from two-thirds of participants
    P = P = Not applicable because these items were eliminated after round 2 and their of being assessed was not measured

    2BCore Area IX. Conflicts of Interest and Commitment

    Topic (Subtopics indented)Percentage of participants rating item as “important” or “very important” (Mean score)
    1. The significance of conflicts of interest100* (3.73)75* (2.83)
    a. Historical examples of conflicts of interest in science50 (2.58)N/AP =
    b. Psychology and conflicts of interest, i.e., how conflicts of interest may cloud judgment or influence decisions83* (3.33)50 (2.42)
    c. The pervasiveness of conflicts of interest, including sponsored research83* (3.25)33 (2.17)
    d. Consequences of conflicts for researchers, institutions, students and research participants92* (3.33)33 (2.33)
    e. Why conflicts of interest are pervasive and not always bad83* (3.42)50 (2.50)
    2. Types, definitions, and examples of conflicts of interest100* (3.55)50 (2.50)
    a. Financial conflicts of interest, including gifts and honoraria, patents, spin off companies, SBIR/STTRs, personal investments, funding contracts with industry92* (3.58)67* (3.00)
    b. Non-financial conflicts of interest (e.g., recognition, publications, promotions)58 (2.67)N/AP =
    c. Role conflicts (e.g., physician-researcher or teacher-researcher) and conflicting duties to self, clients, institutions and society75* (3.08)50 (2.42)
    d. Conflicts of interest are objective relationships—they do not imply actual or intended wrong doing83* (3.00)33 (2.25)
    3. Conflicts of commitment (i.e., dividing one’s percent effort within a job)—definition, examples, and management58 (2.67)N/AP =
    a. Effort reporting rules58 (2.67)N/AP =
    b. Balancing sponsored research with other duties58 (2.67)N/AP =
    c. The perils of becoming over extended67* (2.92)33 (2.17)
    4. Institutional conflicts of interest50 (2.58)N/AP =
    a. Conflicted oversight (e.g., IRB and IACUC members are employees who review work of peers)42 (2.50)N/AP =
    b. Institutional investments and profits from research42 (2.42)N/AP =
    5. Managing conflicts of interest100* (3.50)67* (2.83)
    a. Avoiding or eliminating conflicts of interest100* (3.25)58 (2.75)
    b. Disclosing conflicts of interest / conflicts of interest and informed consent100* (3.58)83* (3.00)
    c. Management plans, including, e.g., role separation42 (2.67)N/AP =
    6. Conflicts of interest law and policy50 (2.58)N/AP =
    a. Regulatory and statutory laws50 (2.75)N/AP =
    b. Institutional policies on conflicts of interest82* (3.27)55 (2.55)

    * = Item achieved a “consensus” by receiving a rating of important or very important from two-thirds of participants
    P = P = Not applicable because these items were eliminated after round 2 and their importance of being assessed was not measured

    Recruitment and Panelist Biosketches


    Recruitment began with (1) a literature search to identify authors actively researching and publishing in RCR, (2) a review of ORI Annual Reports from 2000 through 2005 to identify those who received ORI contracts and grants, and (3) review of recent research administrative and RCR conference programs to identify those who had presented on relevant topics. Lastly, certain subgroups such as current research students, research administrators and journal editors, were identified for specific panels. From the resulting list of possible participants, the Project Director, in consultation with ORI, selected those who were both qualified to serve on a particular panel and represented diverse backgrounds. For Panel 3, experts with knowledge of and experience in the related core areas were recruited along with a select group of general RCR experts. Recruitment letters were sent to these individuals, asking them to volunteer without compensation for a total of 1.5 hours (30 minutes for each round) over approximately nine months. Those who declined participation, but represented a subgroup of interest, were asked to provide a recommendation for another possible participant. Unless otherwise noted, each of the following individuals participated in at least 2 of the 3 rounds.

    Ken Bensch, B.S. is a student in the M.D./Ph.D. program at the Saint Louis University School of Medicine. He received is B.S. in Biological Sciences and French from Marshall University in West Virginia in 1998, and also has studied in France and England. He has worked in basic sciences research for four years prior to starting the M.D./Ph.D. program and currently conducts graduate research at the Saint Louis University School of Medicine.

    David Clark, M.S., M.B.A is the Director and Research Compliance Officer for the Office of Research Assurances at Washington State University since 2002. He received his M.S in Geology from Florida State University and his M.B.A. from Augusta College. He manages aspects of compliance with state and federal laws in the university’s research policies and procedures for the Use of Human Subjects (IRB), Institutional Animal Use and Care (IACUC), Biohazards and Biosafety (IBC), and Conflict of Interest (COI). In addition to developing and implementing these policies, he also provides training and support for the university’s research community.

    John E. Kaplan, Ph.D. is a Professor in the Center for Cardiovascular Sciences at Albany Medical College and Professor of Biomedical Sciences at the State University of New York School of Public Health. Dr. Kaplan received his Ph.D. from Albany Medical College in 1976. Since 1995 he has taught Introduction to Scientific Integrity and Discussions in Scientific Integrity. He is also the course director for Research Ethics: Discussions, an online graduate course, and Responsible Conduct of Research at the School of Public Health. He serves as a grant reviewer for the Office of Research Integrity’s RCR Education Resource Development Program and the RCR Program for Academic Societies of the Association of American Medical Colleges.

    Gerald Koocher, Ph.D. is Professor of Psychology and Dean of the School for Health Studies at Simmons College in Boston as well as the 2006 President of the American Psychological Association. Dr. Koocher received his Ph.D. from the University of Missouri in Columbia in 1972 in Clinical and Developmental Psychology. He serves as Senior Associate in Psychology at Children’s Hospital in Boston as well as a member of the Data Safety Monitoring Board in Autism Research within the National Institute of Mental Health. Among his major research interests are ethical and public policy issues in delivery of mental health services, including malpractice in the mental health professions, ethical misconduct in research, academic integrity, quackery in mental health, and functioning of Institutional Review Boards (IRBs).

    Greg Koski, M.D. Ph.D. is currently Associate Professor of Anesthesia in the Cardiac Anesthesia Group, Department of Anesthesia and Critical Care, and Senior Scientist of the Institute for Health Policy at the Massachusetts General Hospital. He received his Ph.D. in 1977 and his M.D. in 1978 from Harvard Medical School. Dr. Koski was the first director of the United States Office for Human Research Protections (OHRP) from 2000 to 2002. In addition to his appointments at Harvard Medical School, Dr. Koski serves as President-Elect of the Academy of Pharmaceutical Physicians and Investigators, where he is also vice-president for Ethics and Professional Conduct, and chairs the Ethics Advisory Board of the National Heart, Lung and Blood Institute's Framingham Heart Study.

    Michelle Mello, J.D., Ph.D. is Director of the Program in Law and Public Health and Associate Professor of Health Policy and Law in the Department of Health Policy and Management at the Harvard School of Public Health. She received her Ph.D. in 1999 from the University of North Carolina, Chapel Hill and her J.D. in 2000 from Yale Law School. At Harvard University, Dr. Mello co-chairs the Human Subjects Committee in the School of Public Health and serves as a member of the Standing Committee on Ethics and Conflict of Interest in Continuing Education in the Medical School.

    Wayne Patterson, Ph.D. is currently serving as the Program Manager for International Science and Engineering in Developing Countries at the National Science Foundation. Dr. Patterson received his Ph.D. in Mathematics from the University of Michigan in 1971 in differential topology. He was named Dean in Residence at the national office of the Council of Graduate Schools in Washington, D.C. Since the year 2000, he has been the Senior Fellow for International Programs and Academic Program Review in the Graduate School at Howard University. From December 2003 to July 2006, he also served as Associate Vice Provost for Research at Howard. Notably, Dr. Patterson received a grant from ORI in 2005 for his project Mentoring Relationships for Multi-cultural Populations.

    Kenneth D. Pimple, Ph.D. is Director of Teaching Research Ethics Programs and Assistant Scholar at the Poynter Center for the Study of Ethics and American Institutions at Indiana University-Bloomington. He also serves as Director of H"Scientists and Subjects: A Web-based Seminar on the Ethics of Research with Human Subjects"H and H"Teaching Research Ethics: A Workshop at Indiana University."H Dr. Pimple received his Ph.D. from Indiana University-Bloomington in Folklore in 1991. In 2002, he completed his NIH grant project, H"Web-based Ethics Course in Research with Human Subjects."H His research and expertise is diverse and includes animal research, human cloning, teaching research ethics, research misconduct, treatment of human subjects, and data management.

    Larry Rhoades, Ph.D. is Associate Director for Education and Integrity at the Office of Research Integrity (ORI) since 2000 and as Director of the Division of Education and Integrity at ORI since 1993. He received his Ph.D. in 1973 from the University of Michigan in Sociology. Prior to work with scientific misconduct, he worked in the Office of Policy Analysis and Coordination for the National Institute of Mental Health and Executive Associate for Programs at the American Sociological Association.

    John Ruffolo, Ph.D. is Associate Vice President for Research at South Dakota State University and Professor in the Department of Biology and Microbiology. Dr. Ruffolo received his Ph.D. in Zoology from the University of Iowa in 1972. In his current position, he Heads the Office of Research & Sponsored Programs providing mostly pre-award services to the University community and serves as the Research Integrity Officer responsible for compliance in the areas of research integrity and conflict of interest. As a research administrator, Dr. Ruffolo’s areas of experience include developing and monitoring research policies and assuring compliance with federal regulations with a strong interest in information processing and electronic research administration.

    Patricia Tereskerz, J.D., Ph.D. is the Director of the Program in Ethics and Policy in Healthcare Systems and Associate Professor at the Center for Biomedical Ethics at the University of Virginia School of Medicine, and Chair of the University of Virginia Conflict of Interest Committee. She received her J.D. in 1992 from the University of Virginia School of Law and her Ph.D. in 1994 from the University of Virginia in Research Studies. In 2005, Dr. she completed a project entitled “Research Integrity and Financial Conflicts of Interest”, for which she was the principal investigator and was co-sponsored by ORI. She is currently the principal investigator for a project entitled, Ethics and Data Monitoring Committees, sponsored by the Greenwall Foundation. (Round 1 only)

    Mark Tumeo, J.D., Ph.D. is the Vice Provost for Research and Dean of the College of Graduate Studies at Cleveland State University and a faculty member of the Department of Civil and Environmental Engineering. He received his Ph.D. in 1988 from University of California, Davis in Civil and Environmental Engineering, and his J.D. in 2002 from Cleveland-Marshall University. Since 2000, Dr. Tumeo has coordinated all aspects of research and graduate programs across all colleges at Cleveland State University. He oversees the Technology Transfer and Intellectual Property operations of the University, Regulatory Compliance on research issues, including animal care and institutional review boards, and management of three University-wide Research Institutes. He received a grant in 2002 from ORI for his project Research Integrity Training Program: Conflicts of Interest and Commitment Module.

    Sarah Vollmer, Ph.D. is Research Assistant Professor in the Department of Philosophy and the Ethics Center at the University of Alabama at Birmingham. She received her first Ph.D in 1982 from the University of Nebraska in Chemistry and a second Ph.D. in 1999 from the University of Maryland in Philosophy. In 2002, she was a co-principal investigator with Dr. Harold Kincaid in a project sponsored by ORI, entitled A Documentary Film: A Round Table on Mentoring and Authorship. In Fall 2006, she presented another ORI sponsored project for which she was the principal investigator, “Statistics, Images, and Perceptions of Truth: Detecting Research Bias and Misconduct.” Currently, she is co-principal investigator with Dr. Kincaid on another ORI-sponsored project, “Teaching Research Integrity in Analysis and Reporting: A Web-site with Case-Based Vignettes.”

    Wendy Williams, Ph.D. is the Director of Research Education at the Children’s Hospital of Philadelphia and Adjunct Professor of Biology at Temple University. She received her Ph.D. in 1999 from Johns Hopkins University in Biology. Dr. Williams oversees the design, delivery, and evaluation of education and training programs for the Children’s Hospital research community and chairs the Committee for Post-doctoral Affairs. In 2004, she received a grant from ORI for her project Mentoring International Postdocs: Working Together to Advance Science and Careers. She received another grant as a co-principal investigator from ORI in 2005 for her project Guidebook for Teaching Selected Responsible Conduct of Research Topics for a Culturally Diverse Trainee Group.


    This project was funded by a RCR Resource Development contract from the Office of Research Integrity. James DuBois served as the project director and Jeff Dueker as the research assistant. Kathleen Wyrwich served as a methodology consultant. Courtney Andrews served as a technology consultant and created the online questionnaires.

    This report was submitted to the Office of Research Integrity by the project director on July 12, 2007.

    • Enjoy the journey
    • Act with integrity
    • Be humble
    • Best answer wins
    • Elevate others
    • Breathe

    To help get you started in creating your own company core values based on your unique company culture, we’ve taken 10 value-sets from the best places to work in each of the markets we serve. Rather than define parameters or tell you how to create values specific to your company, here is a list from 70 of the best places to work in America to get your creative juices flowing.

    Adage Technologies

    Be an ambassador: We are proud to be problem solvers. We like the people we work with – coworkers, managers, clients – and genuinely enjoy helping one another succeed.

    Enjoy the journey: We make sure our team feels appreciated and valued. Launch Lunches and quarterly show-and-tells are some of the ways we celebrate our people. We take the time to stop and acknowledge where we came from so that we don’t miss how impressive the climb is.

    Get it done: Clients trust us to build things that work and we take that seriously. Our team will overcome obstacles, find solutions and deliver exceptional results.

    Evolve and adapt: The people that work here are smart, and smart people know you can always get better. Mistakes are even ok as long as you learn something from them. We believe your time at Adage should make you better.

    Do the right thing: What do you do when no one else is looking? Our teams act with integrity and honesty, and focus on putting ourselves in the shoes of others.


    Play for each other: Above all, we're a team. That means we show up for each other, act with empathy, and bring our authentic selves to work every day. We're growing this company not for own personal gain, but for each other

    Build for durability: We want to create something worth creating, that will endure the test of time. We do this by relentlessly focusing on our customers' success, building high quality systems, and planning for long-term scale. We're grounded by humility and driven by ambition.

    Make something better, today: We're hungry, we're passionate, and we love tough problems and new challenges. You don't hear a lot of "I don't know how" or "I can't" at Amperity. When faced with a hurdle, we jump.


    Create wildly successful customers by doing whatever it takes to enable our champions to be transformational leaders and their staff to be superstars.

    Deliver outstanding results by establishing a culture of exceptional execution and rewarding those who create great outcomes.

    Continuously improve by viewing the business from a “Glass Half Empty” perspective to intensely focus us on how we can operate more effectively.

    Develop our people by providing an environment that fosters personal development and professional growth.

    Operate with transparency by communicating internally and externally with unwavering candor, honesty and respect.

    Are accountable by measuring ourselves against the highest standards of integrity and fiscal responsibility.


    Transparency: We pride ourselves on providing complete visibility into the successes, and sometimes failures, of our business as we grow and scale. It is an integral part of our culture as we collaborate and work towards a common goal across functions.

    Control: Control and ownership over individual business impacting projects empowers our employees to think critically and contribute to the development of Beeswax as an industry challenging platform.

    Flexibility: We empower our employees in a work environment that is conducive to creating the optimal work/life balance.


    Customers first: Our company exists to help merchants sell more. We make every decision and measure every outcome based on how well it serves our customers.

    Team on a mission: BigCommerce is made up of amazing individuals, but it’s only through teamwork that we achieve greatness. We’re committed to helping our customers by working together with equal parts humility and ambition

    Think big: Being the world's leading commerce platform requires unrivalled vision, innovation and execution. We never settle — in everything we do, we challenge our ideas of what’s possible in order to better meet the needs of our customers.

    Act with integrity: We’re honest, transparent and committed to doing what’s best for our customers and our company. We openly collaborate in pursuit of the truth. We have no tolerance for politics, hidden agendas or passive-aggressive behavior.

    Make a difference every day: We constantly push ourselves to be our best, we focus on solutions, and we arrive every day inspired to make an impact through our talents, passion and hard work.


    We break down barriers: We have only one rule: use good judgment. We hire incredible people so we don’t have to institute cumbersome rules or processes. We want you to be free to think, create and get things done on your own terms.

    We have lives: We love positive energy in the office. In fact, we need it—happy people are more efficient and creative. So if 6 PM improv classes or midday gym sessions are what makes you happy, we will support you.

    We take the long view: When you join us, you’re stuck with us. We hired you for you, not just for this job. We know the best people move up and often go on to start their own companies. We want to help you get where you want to go.


    Put Team First: With empathy and humility, we seek win-for-all solutions.

    Own it: We hold ourselves accountable for outcomes, good and bad. We don’t pass the buck.

    Be Admirable: Honoring our word and choosing candor, respect, and kindness.

    Wonder: Seeking to understand with curiosity and vulnerability.

    Find A Better Way: A culture of innovation and continuous improvement. Constantly seeking personal and professional growth.

    Give Joy: Laugh. Be grateful, positive and hospitable. Make people feel good.

    Be Bold: Take action - just go. A champion of being bold doesn’t shy away from competition that seems insurmountable or opportunities that feel impossible. They think outside the box write new stories. They feel empowered to make decisions and take action. Stop wondering “wouldn’t it be cool if. ” and start living it. When this person is unsure about the next step to take, he or she starts with what they know and creates the path one step at a time, building confidence and momentum. Inaction is the enemy of innovation.

    Build Relationships / Deliver Results: Connect with customers, partners, consumers and each other to drive success. Relationships deliver results because we can’t do our jobs without each other. When a person goes above and beyond in this area, they own their impact on our business and our partners’ success. They dive deep to understand how and why our industry and our customers tick. We’re all about providing great service - to consumers, to customers, to our communities and to each other. A true champion of this mindset takes pride in knowing that we’re making a real difference by working together.

    Challenge and Collaborate: To truly live this value, you welcome hard conversations and don’t make assumptions - ask and answer questions. Rely on each other to find solutions. Your teams should be your toughest critics, your biggest challengers and your loudest supporters.

    Focus On the Outcome: When you do that, the journey will map itself out. And it may be different every time. For someone that’s outcome-focused, he or she doesn’t do something a certain way because “this is how we’ve always done it.” They embrace learning curves innovate, iterate, err, improve, repeat.

    Start With the Consumer: The consumer is our top priority. And every day we’re hyper-focused on making them love car ownership. Someone who embraces this value makes every decision, no matter how big or small, with the consumer top of mind. They put themselves in the consumers’ shoes and make their experience better.

    Stay Open: Our individual differences strengthen our teams, and the trust and respect we have for each other infuses passion into everything we do. Some who is sincerely open considers alternatives, looks at things through a different lens. Opening our minds and combining our different backgrounds, experiences, world views and expertise make us savvier problem solvers and drive better results.

    CB Insights

    Helpful: If you know the best way to do something, you’ll do good work. If you share that knowledge with others, you’ll become a leader.

    Hungry: We want you to find your comfort zone. And then seek to challenge the hell out of it, over and over. Complacency kills.

    Happy: It’s nice to be around happy, motivated, and positive people. It’s good for you, for the team, and for our customers. We look for this.

    Humble: While there’s always a time and place to celebrate individual accomplishments, no single person is bigger than the team.


    Self-Improvement: We are committed to continuous investments in the growth of our team members. We also ask our teams to actively take responsibility for their own self-development.

    Do the Right Thing: We are guided by solid moral compasses. We stand for what is just and right, and hold ourselves to a high level of ethical standards.

    Cultivate Raving Fans: We create Raving Fans of our customers and of each other. If our customers aren't raving about our people and our products, then we have not achieved the level we strive for.

    Embrace Change: We seek out, embrace, and get (un)comfortable in knowing that if we’re not continuously changing, evolving, and improving—we’re falling behind. No two years will ever look the same at Centro.

    Believe it’s Possible: We create a lasting and positive impact within our communities and industries. When we work hard, stay focused and act in service to others, we believe anything is possible.

    Support Each Other: We are committed to building an encouraging, caring, and supportive environment. We share a responsibility to support our team members and enrich their lives.

    Work Ethic Wins: We believe the teams willing to put in the extra effort, go the extra mile, and are accountable for their actions, will be the ones who see their visions and dreams realized.

    Breathe: Pausing to ensure we’re finding peace and joy along our journey is an invaluable component to sustainable and lasting success.

    Mission Critical: Our people, partners & daily work are vital to a mission that matters.

    Curious & Courageous: We are unafraid of mistakes, just as we are unafraid of growth.

    Precision: Our work is validated by data-informed scientific rigor.

    Grace of Space: We esteem & trust one another every day.

    Focus on the customer.

    Care about everything you do.

    Go for game-changing innovation.

    Make a business impact.

    Communicate transparently, share and set expectations.

    And don't forget to maintain your sense of humor.

    Be Pioneers: We innovate and push for boundless creativity through curiosity.

    Pursue Diversity: Different views and experiences are advantages. Our global presence give us perspectives that drive better business.

    Act With Integrity: We are honest and forthright in our dealings. Building trust builds a better company.

    Take Ownership: We are accountable for ourselves, our colleagues, our clients and our company.

    Collaborate: Together we are stronger. We deliver more success through shared goals and mutual support.

    Exceed Expectations: We understand our colleagues’ and clients’ needs and always exceed expectations.

    We act with integrity, always.

    We treat people with respect in all dealings.

    We put mission and team before self.

    We inspire curiosity and harness innovation.

    Our results matter.

    Trust & Candor: We build trust through constructive, candid communication that serves the common good.

    Alignment & Accountability: We align around a decision and each contribute to and are accountable for its success.

    Relentlessness & Humility: We are relentless in our pursuits of major victories and humble in our successes.

    Service. We do whatever it takes to delight our partners. We support and share responsibility with the members of our team.

    Continuous Learning. We are passionate about learning and seek to constantly improve and innovate. We are not afraid to make mistakes. We learn from others and from our challenges & successes.

    Persistence. The stakes are high for the students and educators we serve. We knock down barriers to ensure the long-term success of our partners.

    Sustainability. We work smartly, take care of our team, and have fun in order to ensure the sustainability and success of our organization.

    Live our Mission. We constantly ask how our choices support educators and improve outcomes for English Language Learners. Our passion for these students drives us to work with great urgency and to hold each other accountable.

    We listen, innovate, and deliver.

    Customer First

    Listen to our customers’ needs

    Provide options for our hardworking customers

    Deliver beyond their expectations

    Best Answer Wins

    Challenge assumptions to foster innovation

    Create the best possible solution

    Operate As An Owner

    Use resources like they’re your own

    Accountable For Results

    Set high expectations and make them happen

    Use data to drive results

    Top Talent and Teamwork

    Hire and develop the best

    Work in small, focused teams

    Encourage diversity of thought

    Customer Centric: We strive to understand our customers and give them the best.

    Results Driven: We work with exceptional people who do exceptional things.

    Innovative: We are a perceptual work in progress always striving to be better.

    Candid: We communicate honestly and respectfully.

    Passionate: We work with urgency to solve problems.

    Lead: We’re autonomous. Everyone is empowered to own their work and we minimize unnecessary steps.
    Grow: We hire awesome people. You can move sideways, you can move up, and there are always new opportunities to learn.
    Play: We never turn down a reason to celebrate. We get a lot done and have fun along the way.

    We are owners. Every day, we take initiative—with integrity and courage—to make our company better.

    We choose speed. We make thoughtful decisions quickly, execute them with intensity, and simplify where we can.

    We create a more diverse and inclusive F5. Our differences—when embraced with humility and respect—drive smarter decisions, increased innovation, stronger performance, and a culture where everyone can be themselves.

    We obsess over customer needs. We value ALL interactions with our customers and—by partnering with them to understand and analyze their needs—we build solutions that they love.

    We help each other thrive. We show up as real, vulnerable, transparent human beings who speak from the heart, value others’ contributions, and invest in each other’s growth.

    Be Bold: Building great things means taking risks. We have a saying: "The riskiest thing is to take no risks." in a world that's changing so quickly you're guaranteed to fail if you dont take any risks.

    Focus on Impact: To make the most impact, we need to solve the most important problems. We expect Facebook employees to avoid wasting time on minor issues and focus on truly big challenges.

    Move Fast: We believe that it’s better to move fast and make mistakes than to move slowly and miss opportunities. Doing so enables us to build more things and learn faster.

    Be Open: Informed people make better decisions and make a greater impact — so we work hard to ensure that everyone at Facebook can access as much information about the company as possible.

    Build Social Value: At Facebook, we’re trying to bring the world closer together — not just grow our business. Our people focus on creating real value for the world — every day and in everything they do.

    Think like customers, act like owners

    Challenge conventional wisdom

    Take action and deliver results

    Great people do great things

    We only win as One Fuze

    Hire and develop elite people.

    Put customers first and value their business.

    Innovate by taking intelligent risks.

    Be the best at what we do.

    Promote a fun work environment.

    Provide an open, honest & constructive workplace.

    Think like an underdog and remain humble.

    Achieve sustainable long-term growth & profitability.

    Creative Leadership: We inspire growth and innovation through learning and bold action.

    Passion for Progress: We have an uncompromising focus on impact and excellence.

    Responsibility: We act with honesty, integrity, and thoughtfulness.

    Ownership mentality: Every employee has the power to make our company better.

    Don't optimize for the short term: Short-term gains never justify long-term sacrifice. Invest in the future.

    We are all builders: We are collectively building the product and company of our dreams.

    Go the extra mile: Go beyond delivering what works. Discover what delights.

    Do what's right: What is right isn’t the same as what is easy.

    Be transparent: Share information. Share mistakes. Share victories.

    Selfless drive: We want passionate collaborators, people who are dedicated to improving the health and happiness of the world.

    Courageous hearts: We want compassionate people who make the workplace a training ground for personal growth and transformation.

    Curious minds: We want explorers, people who are willing to go to new places and are open to testing, learning and iterating as they go.

    Own It: Operate with honesty and integrity. When we see a problem, move to solve it.

    Wow Every Customer: Put the consumer at the center of everything we do. Surpass expectations, every time.

    Be Transparent: Share insights responsibly. Seek input and offer feedback.

    Move Fast: Tackle challenges without delay. Test, learn, repeat.

    Achieve Excellence Together: Collaborate and celebrate. Drive forward as a team toward our mission.

    Change The Game: Deliver innovation that matters. Be what’s next.

    Scientific Mindset: We move quickly and deliberately, using data to guide our decisions and testing to achieve breakthroughs.

    Openness: We welcome new ideas and opinions, especially if they challenge our beliefs. We actively listen with humility and respect.

    One Team: We play to win and openly discuss options when our goals compete. We unite to deliver results for our company and customers.

    Participation: We communicate directly, share feedback at all levels, and engage in debate while maintaining our objectivity.

    Mastery: We offer an environment of continuous development where you can do, and become, your best.

    Hospitality: We go beyond the expected to provide unparalleled experiences and help our customers do the same.

    Empathy: We started in a restaurant. Service of others—both externally and internally—is in our blood.

    Innovation: We never give up seeking creative ways to solve tough problems.

    Community: We believe in the power of the communities we create and serve, our community of team members and in giving back to the communities we live in.

    Fun: This isn’t just a job it’s a calling, and we love it!

    Accountability: We do what we say we’re going to do. If something happens to prevent that, we determine the new course and communicate quickly.

    Work Hard / Play Hard

    Every Team Member is a Raving Fan

    Appreciate What You Have and Give Back

    Good Communication solves all problems

    Every Client is a Raving Fan

    Strive for Continuous Improvement

    We impact our product roadmap: Millions of people use the products we build and thousands of restaurant locations rely on LevelUp to engage their customers. It’s critical for us to have a real-time pulse on those experiences, so every teammate receives free “lunch money” to use LevelUp-powered apps every day. By using what we build, we’re able to provide valuable feedback from a diverse set of perspectives that directly influences our direction.

    We have fun while we work: We believe in having fun in and out of work. Whether it’s taking a break together to enjoy a delicious lunch, coffee or afternoon pick-me-up from one of our restaurant partners, playing zorb soccer at a company outing, or competing in the quarterly Magic the Gathering sealed league, we’ve created a space where playful creativity can thrive.

    We support each other as we grow: We structure our work environment so each person is enabled to create their best work and achieve their maximum potential. LevelUp values a culture of creativity, individual expression, inclusion, team spirit, diversity of opinion, and freedom of communication. Paramount to maintaining this free and creative culture is respect for the opinions, ideas, and feelings of others.

    Be Accountable – even when no-one is looking
    We take ownership for the quality of our individual work but also take pride in what we deliver as a team our focus is on a successful outcome for all. When things don’t go as planned we proactively use it as an opportunity to share and learn.
    Thrive Together – greatness comes from unlocking each other’s potential
    We believe that seeking and giving feedback are essential for us to learn we want to inspire each other to achieve great things. As each individual grows, so does the whole organization.
    Advance Confidently – we find opportunity and act on it
    We have the courage and curiosity to challenge the status quo, innovate and take calculated risks. Finding new ways to move forward translates into growth for our products, our company, and ourselves.
    Collaborate Openly – our whole is greater than the sum of our parts
    We value team over individual how we get things done is as important as what we achieve. Our success is driven by our ability to build relationships, break silos and connect across teams, functions and geographies.
    Engage Fearlessly – we speak up and listen
    We bring passion and energy to work, knowing that active participation is essential to create better outcomes. We value those who speak thoughtfully, encourage and respect diversity of opinion and listen carefully with an open mind.

    Reverence for Local Business: We treat customers and prospective customers like the local heroes that they are.

    Win-Win-Win: We ensure that each of our actions is in the best interests of our team, our company, and our customers.

    Challenge Ourselves: We commit ourselves to continuously improving our performance and pushing through our comfort barriers.

    Take Ownership: We hold ourselves accountable for our choices and results.

    Elevate Others: We lift up our customers and teammates, through positivity, confidence, and graciousness.

    Speak Up: We know candor and constructive dissent are critical to our success.

    I am Main Street Hub: We each represent Main Street Hub through our decisions and actions.

    Stay Balanced

    Build Relationships

    Champion Differences

    We build connections. We’re more than just bikes. We bring together governments and brands, creating public private partnerships to fund projects that transform cities and the lives of the people in them.

    We believe service is everything. Our riders are at the heart of everything we do. We innovate, staying on the cutting edge to provide a service that’s anything but basic. We become a meaningful and joyful part of our riders’ daily lives.

    We collaborate enthusiastically. We are hard-working individuals that reach great heights when we come together with our co-workers, clients and sponsors to solve some of the most pressing challenges facing cities today.

    We create safe and dependable systems. We care about everyone who works on and uses bike share. We seek out and invest in the most modern tools, policies, and infrastructure necessary for a safe workplace and a safe ride.

    We have fun. Nothing compares to the fun of riding a bicycle, except getting to work for a company that helps millions of people ride bicycles!

    Collaborate: Do great things together.

    Innovate: Search for a better solution. Then top it!

    Fun: Revel in your work.

    Honest: Make us proud.

    Competitive: Play fair, play hard, play to win.

    Motley: Make Foolishness your own. Share your core value _____________.

    Curiosity: We seek out knowledge, cultivate our intuition, and always want to understand hidden connections.

    Empathy: We understand that communication starts by listening, understanding different perspectives, and caring about others’ success.

    Grit: We set a high personal bar, believe nothing is impossible, and commit ourselves fully to the goal.

    It's simple, BE HUMAN.

    Be Yourself

    Expect Excellence

    Help Each Other

    Unite Around Our Mission

    Make Our Clients Heroes

    Act As An Owner

    Namely Care

    Deliver on our commitments: We focus on a few key priorities and ensure we deliver with quality on time…every time.

    Don't wait: If we see an issue, we fix it. If we see an opportunity to accelerate our success, we take it.

    Operate with respect and consideration: We will move fast and deliver…and, we will do it the right way.

    Act Boldly With Courage

    Be Data Driven

    Approach Every Day With Curiosity

    Operate Ethically with Integrity

    Be Collaborative

    Be Financially Responsible

    Be transparent. Always be proactively open and honest.

    Stay brave. Challenge the status quo, take bold steps.

    Always grow. Challenge yourself to think and dream big.

    Relish life. Make every moment count.

    Be extraordinary. Deliver results the right way.

    One Ping. We win or lose together. Nothing here is a spectator sport.

    Customers Are King: We‘re only successful if our clients are—and that drives everything we do.

    Excellence Is a State of Mind: We have high standards. We execute on the details. We take pride in our work.

    Embrace And Drive Change: There‘s always a better way—and we won‘t rest till we find it.

    Focus On Focus: Even when things get hectic, we never lose sight of our goals.

    Make It Fun: We work hard, but we like to have a good time too.

    Do the right thing. Given our responsibility to each other and our customers, behaving ethically is a critical—and elemental—part of our success. We do the right thing because there is no alternative.

    Do what works. We start from a baseline of common sense, and feedback loops and retros show us how to improve. Sharing that knowledge with each other—and acting on it—is essential to the Pivotal way.

    Be kind. In a competitive landscape full of talented people, empathy and kindness go a long way. Pivots have built a culture where inclusion and respect are a defining part of our identity.

    People First: We’re growing super fast, and with the growth of the company, comes the professional growth of the individuals in our team. Everyone at Pushpay is encouraged to level up in their careers. We offer a supportive coaching environment, on and off-site training, and have been one of the first companies in the world to roll out LinkedIn Learning company wide.

    Innovation: We believe in a workplace where you’re safe to try new things—where we can push the boundaries of the norm and learn from things that don’t always go according to plan. We strive for a just and blameless culture that respects people as individuals and paves the way to genuine learning and improvement.

    Excellence: We do challenging work and achieve incredible things. Excellence is one of our core values, and we always take the time to celebrate this. We like to celebrate the big and the small. We clap. And cheer. All the time. Like really. Clap. Your. Heart. Out.

    Simplicity: We know that creating simple things is hard. At Pushpay we fight back the complexity, sweat the details, and choose to deliver simple-yet-great experiences for our customers.

    Generosity: Generosity is more than a part of our mission—it’s ingrained in the way we work. Every one of us is generous with one another, with our time, with our knowledge, with our craft. It’s the heart of who we are as organization.

    Be an excellent communicator.

    Communicate clearly and concisely.

    Listen to others, be fully present in conversations.

    Be honest and say what you believe.

    Create a dialogue: ask questions and answer questions directly.

    Exceed the expectations of our customers and your colleagues.

    Provide outstanding customer service, internally and externally.

    Be meticulous in execution, no matter how small the task.

    Hold yourself and your colleagues accountable.

    Talk and act like an owner: bring up issues and propose solutions.

    Be dependable, conscientious, and empathetic.

    Ensure your intentions are in the best interests of Relativity and our customers.

    Be on time for everything.

    Be humble and stay hungry.

    Give and receive direct, constructive, respectful feedback.

    Own your own improvement: be honest about mistakes and learn from them.

    Own your career: initiate development goals and conversations about new opportunities.

    Do more with less.

    Be resourceful and efficient.

    Commit to constant process improvement.

    Never lose a sense of urgency.

    Use everyone's time effectively.

    Make meetings productive: set desired outcomes and assign owners for next actions.

    Embrace the talents of your colleagues and our customers.

    Foster teamwork and collaboration across departments and with customers.

    Contribute your point of view to help make the best decision, and actively support what's decided.

    Recognize others' strengths and ask for help when needed.

    Enjoy and be great at your job.

    Take pride in doing great work and recognize wins.

    Do it because you love it.

    Have fun and don't take yourself too seriously.

    Customer First: We treat our customers the way we want our own family to be treated.

    Balance: We hold ourselves accountable to the bold commitments we make inside and outside of the office.

    Respect & Trust: We value the talent, time and intentions of everyone we work with.

    Tech: We believe in the power of technology to enable progress.

    No Entitlement: We have a lot to learn and trust to earn.

    Laughter: We laugh, a lot.

    Value Driven.


    Diverse & Inclusive.

    Trust: Nothing is more important than the trusted relationships we have with everyone in our Ohana.

    Customer Success: Our growth is based on mutual success. When our customers and our employees grow, we grow.

    Innovation: Thinking differently is in our DNA. Our technology empowers all Trailblazers to innovate.

    Equality: We respect and value people of all backgrounds. Together, we create a more equal workplace and world.

    Change Lives: We have a chance to make a difference for so many—our customers, our teammates, our partners, our neighbors, ourselves—we have to seize it.

    Achieve The Extraordinary: Life is too short to settle for the ordinary, so we commit to doing something singular, something unexpected, something no one else has done or dared to do.

    Be A Great Team: We’re not just here to take a journey, we’re here to share one with each other because the impact we have is always greater when we work together.

    Bring your ‘A’ Game: We hire smart people with an aptitude for learning and provide the space (and tools!) to grow and be successful at SHYFT. We expect that everyone bring their ‘A’ game and participate in the programs that we have available, with the vision that we all are taking the lead on continually growing our capabilities.

    Deliver Amazing Client Experiences: Continuing to strive toward mastery in everything we do leads to successful customer relationships. We also believe there is more to the job itself – we invest in the whole person and develop our people with that in mind.

    Everyone is an Innovator: We look for everyone to be a leader and innovator, despite roles or titles, and we develop all levels using a variety of learning tools. We recognize that innovative companies are going to hit road bumps and we embrace the learning components that arise.

    Have Fun & Embrace the Team: Participation is at our core, starting with our team approach to ramping up new hires. Have an exciting hobby or project based nugget to share? We have the venue for you! We value authenticity (the quirkier the better!) and connectedness to our mission, values and ultimately the ever-growing SHYFT team!

    Believers: We are passionate about the company and its success. We are committed to our customers, our teams, and to each other.

    Achievers: We achieve our goals without compromising on quality. We reinvent ourselves to stay on top of our game.

    Learners: We push innovation within the product and within ourselves. Every day we learn something new.

    Doers: If we see a gap in something, then we jump in a take ownership. We’re not afraid to make mistakes, rather, we learn from them and make changes.

    Players: We are a unique bunch of people that love to work and play together. We make fun a basic part of every day in every way.

    We Are Kind: We listen from the heart, think empathetically, and help each other grow.

    We Are Smart: We think deeply, question conventions, and strive to never stop learning.

    We Are Creative: We challenge the status quo to make things with a sense of purpose.

    Innovation: Innovation is the nucleus of our company. We value original thinking, the passion to attack difficult challenges, and thoughtful feedback – openly giving and receiving it. Our mantra here is, “Why not?”

    Intensity: Intensity is the collective energy here that drives us forward. We value people who go farther than the distance, apply all their unique talents to the task at hand, and act with clarity, intention, and grit. That’s us.

    Integrity: Integrity is the defining quality of our people and our work. Strive to do the right thing always, act truthfully and honorably, and be unafraid in being your true self. Do it all even when no one is watching.

    Get Stuff Done: We work with a sense of urgency. Everything is everyone’s responsibility and we own our collective results together. We’re empowered to make decisions that are best for the long-term health of the business.

    Be Innovative: We always strive for excellence and are unconstrained by the way things have always been done. We creatively approach every task and obstacle to find original solutions.

    Be Mission-Minded: We help people transform lives. Every action we take enables our clients to touch more lives and make a bigger impact on the world.

    Be Data-Driven: We take a logical and data-driven approach to decision making and measure our effectiveness using quantifiable outcomes and metrics. We hold ourselves mutually accountable to achieving our targets.

    Be Passionate: We take pride in our work and bring our A-game to all interactions. We encourage rigorous discourse and never settle for anything but the best.

    Embrace Servant Leadership: Achieve success by enabling the success of others.

    Practice Empathy: Define the future while honoring the past.

    Empower Disruption: Play bigger, defy gravity, be courageous.

    Catch Excellence: Chase perfection in every work product.

    Make a Difference: Use our resources to improve our world.

    We love our customers.

    We believe in our people.

    We respect each other.

    We are driven.

    We collaborate.

    We innovate.

    We are SpotX

    Respect: All employees and customers treated with dignity.

    Transparency: Honest and direct communication and feedback.

    Ownership: Individual decision-making combined with accountability.

    Excellence: High standards from ourselves and from each other.

    Hit heavy, stay small: Tight-knit, dynamic teams work with more agility, communication, and freedom than large-scale companies.

    Ambition by the boatload: We love people who aim for greatness. They inspire and excite their teammates, raising the bar for all of us.

    Open communication: We’re big fans of transparency for many reasons, but the abridged version is: it makes everything we do SO much easier.

    Autonomy and attitude: We’re a team of self-starters who take serious pride in our work – and it shows.

    Support and win: When we empower others to succeed, we all win. (And we’re not talking about participation trophies.)

    Teamwork makes the dream work: We work together to bring our passions and expertise to make Teachable the best it can be.

    We Are One Team: We work together collaboratively & selflessly. We are proud of the impact we have in helping our members connect with new people in real life. This impact is our guiding focus and we work together collaboratively and selflessly in the pursuit of this mission.

    Tinder is a team sport. We work closely across all teams to make decisions and take actions based on what is best for Tinder as a product and a community, not just our teams or ourselves.

    We Are Human & Honest: We recognize that we are all human. We take interest in and embrace each other’s individuality. We stay true to who we are, stand up for what we believe in, and are always mindful of others. We deeply value our humanity – it inspires us to be real with one another and tolerant and accepting of our differences.

    We always default to honesty and are candid and transparent in all that we do. This authenticity allows us to inspire one another and makes our work more meaningful, interesting and fun.

    We Are Curious & Humble: We’re low ego. We’re open minded and we like to discuss and debate thoughts, ideas and plans to broaden and further inform our beliefs and approaches. When we disagree, we respectfully and constructively speak our minds, but trust in, and commit to, informed decisions.

    We know that ego prevents us from learning. We seek, accept and give feedback fearlessly to continue to grow personally and professionally.

    Our values are our guideposts. They’re how we hire the right people. How we frame feedback to employees. How we make decisions. How we hold ourselves accountable.

    Because we are committed to their authenticity, these values may not appeal to everyone. And that’s ok. But if they resonate with you, you’d be a good fit for our team.

    Get anything you want: Sell the things you love when the honeymoon is over, and use the money you earn to get beautiful new things. Then, rinse and repeat. You already have everything you need to get started.

    Be fearless: Become the person that your 13-year-old self dreamt about, but even smarter and tougher and with better shoes. Make the outside match the inside. Power pose. Show the world who you really, really are.

    Share your style, spread the love: Corporations and ad campaigns shouldn’t control our perception of beauty. Instead, we celebrate each other’s unique style by sharing the things we love and empowering others to look great. Together, we can have it all.

    Simplify: Cut the clutter. Less is more. One beautiful, well-made product is better than many mediocre ones.

    Transparency breeds trust: Authenticity is important, from the clothes you wear to the words you share.

    Be excellent to each other

    Be confident and coachable

    Start with why

    Embrace 10x thinking

    Be relentlessly resourceful

    Fail and advance

    Own the outcome

    Trust: We trust our employees to act with volition in their roles and work without barriers. We trust our employees will make the best decisions. Think, act and lead in your own right.

    Transparency: Through company-wide lunches we share all financial, new hire, go-to-market plans and customer wins, so employees stay informed on every decision.

    Performance: We value our performance driven culture where we all work together to reach new milestones. Know your goals and reach new heights.

    Women In Tech: Women in Technology @ Turbonomic (WiTT) is a community designed to elevate the success and ease the challenges our female workforce face both industry wide and at Turbonomic!

    Be your own CEO: Everyone at Unacast can and is expected to take charge of their own situation, and make sure the company as a whole moves forward. Waiting for some feedback? Go get it! Want something done? Do it!

    Trust through transparency: Vulnerability at the workplace? We believe in that. More importantly, we practice it. Dare to be vulnerable and show yourself, your team and our partners who you really are. The trust we build through transparency lifts us all higher than we could rise alone.

    Have fun. Seriously! The average person will spend over 90,000 hours of their life at work. Terrifying? Not at all. If those hours are filled with meaning and fun. We believe in building relationships with our coworkers and creating unexpected moments that surprise and delight our team and our partners. Life is short, so we might as well make it a fun ride.

    Clarity: We’re open, clear, direct and honest in our communications. If something doesn’t make sense, we ask questions.

    Curiosity: We know no bounds. We question, hunt, study, examine, probe, observe, peek, query and search. Whatever it takes to learn from different perspectives.

    Flexibility: We’re nimble. We live by our entrepreneurial spirit, taking risks and learning from them. We’re always moving forward.

    Industry: We embrace problems, and we don’t take “no” for an answer. We roll up our sleeves and dive in with unbridled commitment.

    Trust: We speak the truth. We believe in each other. Building trust requires confidence, faith, patience and effort. We do what we say we’ll do.

    Collaboration: We carry the load together by building purposeful relationships grounded in cooperation and a shared vision.

    Execution: We relentlessly deliver high-quality experiences on the highways and in the hallways.

    Innovation: We optimize our products and grow our people by fostering experimentation and iterating on ideas.

    Grit: We commit to navigating the potholes and overcoming adversity to produce results that make us proud.

    Respect: We act with empathy, honesty, transparency, and integrity.

    Authenticity: We encourage you to be yourself and we embrace everyone for their unique contributions to the team.

    Innovate: Our mission, we call it our North Star, is to automate everything automatable in the residential mortgage industry.

    Grow: We want to see our employees grow, and acquire new skills and knowledge, so we provide all the tools and opportunity for you to reach new heights.

    Succeed: Our employees are our most important asset. We’re committed to reinvesting our success back into our workforce and giving recognition where it’s due.

    Bias to Action: We're united by an innate drive to take action and make a difference in the technology and insurance spaces.

    Win Together: We work together as one team, showing empathy and respect along the way.

    Show Up Curious: We work to challenge one another to push boundaries and think beyond the box.

    Say It, Do It: We honor every one of our commitments because integrity is important to us.

    Customer Success is Our Success: We cultivate authentic relationships and follow up by actively listening to their needs.

    We Hustle and Take Big Risks: We move quickly and we’re not afraid to make mistakes. Here, smart risk-taking is encouraged—even if it fails—and every team member is empowered to tackle challenges in exciting and innovative ways.

    We Refuse to Settle: We’re constantly developing, testing, and improving to make sure we’re delivering the best experience to our customers. We never settle because we believe there’s always an opportunity to do better.

    We Work Together: We’re a community with a natural bias toward action and collaboration. We work openly and cross-functionally because it enables us to build relationships, figure things out, and win as a team.

    We Think Big: We go above and beyond for our customers and we do that by approaching our work with a sense of wonder and imagination.

    #Beautiful: Engage, delight and inspire. Take pride in your work and go the extra mile. Ensure high standards and do your best everyday.

    #Ownership: Step up, drive it, and deliver it. We collaborate, communicate, and we're accountable. We do what we say we'll do.

    #Challenge: It’s about dreaming big and changing the game. We ask why, we challenge the status quo, and we innovate at every turn.

    #Champion: We aim high and create opportunities for ourselves and the team. We lead the way and drive initiatives that make Xero the best in its class.

    #Human: Be yourself, bring your own perspective and you’ll belong. It's about being real, honest, approachable and working together to make a difference.

    Watch the video: Collaborative Behaviours (January 2023).