Kudoo is a software company focusing on the Aged care within Australia.

Some of our values and code of conduct can be found below:

Be considerate

Our work will be used by other people, and we in turn will  depend on the work of others. Any decision we take will affect users and  colleagues, and we should consider them when making decisions.

Be respectful

Disagreement is no excuse for poor manners. We work together  to resolve conflict, assume good intentions and do our best to act in an  empathic fashion. We don't allow frustration to turn into a personal  attack. A community where people feel uncomfortable or threatened is not a productive one.

Take responsibility for our words and our actions

We can all make mistakes; when we do, we take responsibility  for them. If someone has been harmed or offended, we listen carefully  and respectfully, and work to right the wrong.

Be collaborative

What we produce is a complex whole made of many parts, it is  the sum of many dreams. Collaboration between teams that each have their  own goal and vision is essential; for the whole to be more than the sum  of its parts, each part must make an effort to understand the whole.

Collaboration reduces redundancy and improves the quality of  our work. Internally and externally, we celebrate good collaboration.  Wherever possible, we work closely with upstream projects and others in  the free software community to coordinate our efforts. We prefer to work transparently and involve  interested parties as early as possible.

Value decisiveness, clarity and consensus

Disagreements, social and technical, are normal, but we do  not allow them to persist and fester leaving others uncertain of the  agreed direction.

We expect participants in the project to resolve  disagreements constructively. When they cannot, we escalate the matter  to structures with designated leaders to arbitrate and provide clarity  and direction.

Ask for help when unsure

Nobody is expected to be perfect in this community. Asking  questions early avoids many problems later, so questions are encouraged,  though they may be directed to the appropriate forum. Those who are  asked should be responsive and helpful.

Step down considerately

When somebody leaves or disengages from the project, we ask  that they do so in a way that minimises disruption to the project. They  should tell people they are leaving and take the proper steps to ensure  that others can pick up where they left off.

We value discussion, data and decisiveness

We gather opinions, data and commitments from concerned parties  before taking a decision. We expect leaders to help teams come to a  decision in a reasonable time, to seek guidance or be willing to take  the decision themselves when consensus is lacking, and to take responsibility for implementation.

The poorest decision of all is no decision: clarity of direction  has value in itself. Sometimes all the data are not available, or  consensus is elusive. A decision must still be made. There is no  guarantee of a perfect decision every time - we prefer to err, learn, and err less in future than to postpone action  indefinitely.

We recognise that the project works better when we trust the  teams closest to a problem to make the decision for the project. If we  learn of a decision that we disagree with, we can engage the relevant  team to find common ground, and failing that,       we have a governance structure that can review the decision.  Ultimately, if a decision has been taken by the people responsible for  it, and is supported by the project governance, it will stand. None of  us expects to agree with every decision, and we value highly the willingness to stand by the project and  help it deliver even on the occasions when we ourselves may prefer a  different route.

Open meritocracy

We invite anybody, from any company, to participate in any aspect  of the project. Our community is open, and any responsibility can be carried by any contributor who demonstrates the required capacity and competence.


A leader's foremost goal is the success of the team.

"A virtuoso is judged by their actions; a leader is judged by the  actions of their team." A leader knows when to act and when to step  back. They know when to delegate work, and when to take it upon  themselves.


A good leader does not seek the limelight, but celebrates team  members for the work they do. Leaders may be more visible than members of the team, good ones use that visibility to highlight the great work  of others.

Courage and considerateness

Leadership occasionally requires bold decisions that will not be  widely understood, consensual or popular. We value the courage to take  such decisions, because they enable the project as a whole to move  forward faster than we could if we required complete consensus. Nevertheless, boldness demands considerateness; take bold decisions, but do so mindful of the  challenges they present for others, and work to soften the impact of  those decisions on them. Communicating changes and their reasoning   clearly and early on is as important as the implementation of the  change itself.

Conflicts of interest

We expect leaders to be aware when they are conflicted due to employment or other projects they are involved in, and abstain or delegate decisions that may be seen to be self-interested. We expect  that everyone who participates in the project does so with the goal of making life better for its users.

When in doubt, ask for a second opinion. Perceived conflicts of  interest are important to address; as a leader, act to ensure that  decisions are credible even if they must occasionally be unpopular,  difficult or favourable to the interests of one group over another.

This Code is not exhaustive or complete. It is not a rulebook; it  serves to distil our common understanding of a collaborative, shared  environment and goals. We expect it to be followed in spirit as much as  in the letter.

We have borrowed a lot from the Ubuntu Project and for their tireless work we are extremely grateful.