10 Thosand hours Ethical Framework Introduction

1. Autonomy

Autonomy is the commitment to respecting the independence, identity, and decision‑making rights of individuals, teams, and partner organisations. For organisations supported by 10 Thousand Hours, autonomy means empowering people to make informed choices, offering guidance without imposing solutions, and recognising that each organisation has its own culture, values, and developmental pace. It requires transparent communication, clear consent processes, and the avoidance of coercion or subtle pressure. Autonomy also acknowledges the diverse cultural and organisational contexts in which partners operate, ensuring that support enhances — rather than overrides — their unique voice, mission, and direction.

Organisations demonstrate autonomy by:

• Encouraging informed decision‑making rather than imposing solutions
• Respecting cultural, organisational, and community values
• Ensuring people understand their rights, choices, and responsibilities
• Avoiding coercion, manipulation, or subtle pressure
• Supporting transparent communication and consent in all processes
• Empowering organisations to grow in ways aligned with their mission

2. Beneficence

Beneficence is the principle of acting in ways that promote wellbeing, positive impact, and sustainable growth. Organisations demonstrate beneficence by prioritising the long‑term good of their staff, clients, communities, and stakeholders. This includes making decisions that are responsible, evidence‑informed, and aligned with ethical practice rather than short‑term convenience. Beneficence encourages organisations to invest in development, innovation, and resilience, ensuring that their work contributes meaningfully to the ecosystems they serve. At its core, beneficence asks whether actions genuinely support the flourishing of people and communities.

Organisations demonstrate beneficence by:

• Prioritising wellbeing and long‑term positive impact
• Making responsible, evidence‑informed decisions
• Supporting innovation, resilience, and sustainable growth
• Ensuring services and actions genuinely benefit stakeholders
• Investing in development and meaningful community contribution
• Reflecting on whether actions support the greater good

3. Non‑Maleficence

Non‑maleficence is the commitment to avoiding harm — physical, emotional, financial, cultural, or systemic. Organisations uphold this principle by operating within their competence, identifying risks early, and taking proactive steps to prevent harm to staff, clients, or partners. This includes avoiding exploitative practices, unsafe working conditions, or decisions that compromise wellbeing. Non‑maleficence also requires awareness of biases, assumptions, and structural inequalities that may inadvertently cause harm. When uncertainty arises, organisations are expected to seek guidance or external expertise rather than proceed in ways that could create risk.

Organisations demonstrate non‑maleficence by:

• Operating within their competence and capacity
• Identifying and mitigating risks proactively
• Avoiding exploitation or unsafe practices
• Being aware of biases and systemic inequalities
• Ensuring transparency in policies and decision‑making
• Seeking guidance when unsure rather than risking harm

4. Justice

Justice is the commitment to fairness, equity, and inclusion across all organisational practices. It requires organisations to treat all individuals and groups with respect, ensuring that opportunities, resources, and services are accessible and applied consistently. Justice includes actively avoiding discrimination and recognising the systemic inequalities that shape people’s experiences. Organisations are encouraged to challenge internal biases, review policies for fairness, and use their influence responsibly. Justice also involves acknowledging the power organisations hold and ensuring that this power is used ethically and transparently.

Organisations demonstrate justice by:

• Ensuring fairness, equity, and inclusion
• Avoiding discrimination based on identity or circumstance
• Recognising and addressing systemic inequalities
• Applying policies consistently and transparently
• Challenging internal biases through reflection and learning
• Using organisational power responsibly and ethically

5. Fidelity

Fidelity is the foundation of trust, reliability, and integrity within and between organisations. It involves keeping promises, honouring agreements, and communicating honestly about capabilities, limitations, and expectations. Organisations demonstrate fidelity by being transparent in their operations, maintaining confidentiality where appropriate, and ensuring stakeholders can rely on their consistency and professionalism. Fidelity strengthens partnerships, builds credibility, and creates environments where collaboration can thrive.

Organisations demonstrate fidelity by:

• Keeping promises and honouring agreements
• Communicating honestly about capabilities and limitations
• Maintaining confidentiality where appropriate
• Acting consistently and professionally
• Building trust through transparency and reliability
• Strengthening partnerships through integrity

6. Self‑Respect

Self‑respect recognises that organisations must care for their own sustainability, wellbeing, and internal culture in order to operate ethically. This includes maintaining healthy boundaries, ensuring staff are supported, and preventing burnout or exploitation. Self‑respect encourages leaders to invest in reflective practice, ongoing learning, and responsible workload management. It also involves upholding integrity even when under pressure, and creating environments where people feel valued, respected, and able to contribute meaningfully.

Organisations demonstrate self‑respect by:

• Maintaining healthy boundaries and realistic workloads
• Supporting staff wellbeing and preventing burnout
• Investing in learning, development, and reflection
• Upholding integrity under pressure
• Creating cultures of respect, dignity, and balance
• Modelling ethical behaviour internally

7. Courage

Courage is the ethical willingness to act with integrity even when decisions are difficult, uncertain, or unpopular. Organisations demonstrate courage by addressing challenges directly, naming risks or concerns openly, and holding boundaries when pressured to compromise their values. Courage includes acknowledging mistakes, seeking feedback, and being transparent about limitations. It also involves challenging harmful norms, practices, or assumptions — whether within the organisation or in the wider environment. Courage is the steady, principled commitment to doing what is right.

Organisations demonstrate courage by:

• Addressing challenges directly rather than avoiding them
• Naming risks, concerns, or ethical issues openly
• Holding boundaries when pressured to compromise values
• Acknowledging mistakes and learning from them
• Challenging harmful norms or assumptions
• Making decisions that prioritise long‑term integrity

8. Indomitable Spirit

Indomitable spirit is the enduring resilience that enables organisations to remain ethical, purposeful, and grounded over time. It reflects the ability to stay steady during uncertainty, maintain hope when progress is slow, and return to challenges with curiosity and commitment. Organisations with indomitable spirit draw on networks, learning, and support to stay resourced, and they navigate cultural, economic, or systemic complexities with patience and humility. This principle encourages organisations to hold their long‑term vision while adapting to change.

Organisations demonstrate indomitable spirit by:

• Staying steady and values‑driven during uncertainty
• Maintaining hope and purpose even when progress is slow
• Returning to challenges with curiosity and commitment
• Drawing on networks, learning, and support
• Navigating complexity with patience and humility
• Sustaining ethical practice over the long term