Some principles regarding collaboration
The IAM prefers collaboration rather than competition. Where the IAM agrees to set up a Chapter, it will do so openly and seek to discuss this with any societies in that country with whom IAM Centre is already in contact. Approaches from other societies that wish to discuss the initiative should be welcomed and made known to IAM Centre. The aim is to explore opportunities for working together to better serve the members of both organisations. However, these discussions will not unduly delay the process of setting up the IAM Chapter.
The IAM does not have fixed or restrictive ideas about what collaboration is possible but typical matters for a Memorandum of Understanding (or sometimes more formal contracts) include: joint events (whether social or technical); recommending their events (‘badging’); allocating CPD points to non-IAM events; joint research or knowledge projects possibly sharing IP; sharing magazines and knowledge bases; recognising qualifications or training; discounts on products, services or even reciprocal memberships and possibly collaboration on raising good practice in our relative spheres of interest.
Where the IAM and any local societies do not agree to collaborate, the IAM will still respect these societies and endeavour to communicate openly about our activities and events.
The IAM does not seek to compete or target members of any other society. There is no financial value to the IAM in more members: subscriptions are not a profit stream for us because they cover only the costs of membership services.
Values & conflicts of interest
The values of the IAM are: Independence, Inclusiveness, Collaboration, Transparency, Integrity and Respect. We want to work with anyone and everyone who shares our Values and Enduring Objectives, whether individuals or similar organisations.
Like many traditional Learned Societies, Members are the means of creation of value, especially knowledge. More senior Members, especially elected and appointed Officers often give a very significant amount of effort and time to run the IAM and its activities. Some time may be allowed by their employer (rarely) but more often this is truly volunteer work in that Member’s own personal time. This is really important and anyone considering organising a new Chapter needs to be aware of this obligation.
Much of the value to Members comes from this voluntary participation and contribution – without any thought of reward, either directly or indirectly. Similarly, the IAM encourages Members to participate and, therefore, to gain from this both by learning and developing themselves professionally. Part of the benefit is the individual’s growing network of relevant knowledgeable and influential people they encounter.
The IAM is not a trade association nor lobbying organisation. Members should not be focused on direct personal gain, monetary or otherwise and Members need to be constantly aware of potential conflicts of interest even in less direct ways, whether real or perceived.
Members are expected to abide by our strict Code of Conduct. It is important that personal and employment interests are separated from IAM activity. For example, promotion of events must not be seen to be favouring a particular supplier or product, technique or service. Speakers and papers at events should be explicit about when they are influenced by corporate or personal bias rather than expert and objective knowledge.
Many Corporate Members have been very generous over the years, providing venues free of charge and often sponsoring or supporting various IAM activities, which they see as worthwhile but not necessarily returning any real commercial return. This is hugely helpful to the IAM and its Members and very much appreciated. It is important that where this is offered, especially where it enables knowledge work such as projects or production of publications, that this is seen to be clearly separated from any editorial control. The reputation of the IAM rests on true and challenging peer review.
Part of the purpose of Chapters is to keep the IAM relevant to members locally and to incorporate the differing cultures and thinking that exists in different countries. Of course, it is possible that some practices that are normal in one place can give great offence or simply be misunderstood by others in a different context. We all need to learn to be sensitive to these potential clashes and manage them.