OPENNESS
Openness in organizations has been a controversial phenomenon
. Though exhorted by consultants , it has been rejected by a lot
of experienced industrialists as "Theoretical ". In this article,we examine
the patterns of success and failure with openness in organizations and
suggest a direction of movement ..
"Openness" has been surrounded by controversy , in management
circles , for quite some time. Illustrating this through a case of
a Textile Company A :
This Organization realized that it required an intervention in
Organization Development. So , they contacted a management consultant .
As a part of the organization development process , the management consultant
collected data regarding some parameters , of which openness was one. It
came to the fore that "Openness" was low in the organization and that there
was a requirement of increasing "Openness". This issue became a point of
sarcastic humour in top management circles . They felt that all this
was theoretical bunkum and that "openness" if practiced will open
a pandora's box.
This is a dilemma , all of us face. How open should one be in
the workplace or at home ? The words of Iago , the famous villain
of the Shakespearean paly "Othello" come to my mind , "I do not wear
my heart on my sleeve for doves to peck at ".
The following questions come to the fore :
1. Would openness create more problems for us ?
2. What is the optimum level of openness that we can practice
?
3. What is the positive impact of "Openness "?
We can answer these questions by analysing the patterns associated
with openness.
In an organization "B" , the workers felt that the management's
actions were arbitrary and vindictive. So , some of them went on strike.
One day they were standing in a large group outside the factory gates.
At that time , they heard the grapevine that some of
their kin , who were sympathetic to them were being maltreated inside the
factory gates. A pandemonium ensued resulting in gate crashing
and the subsequent beating of every visible officer or staff inside
the factory. Some top officials bribed their way out of being
beaten while others locked themselves in their offices.
This incident indicates that in the work environment , grapevine
invariably flows . During the process the information becomes distorted
to say the least . Since , this is inevitable , the strategy of conscious
and selective openness is essential . This would also reduce the amount
of dysfunctional time spent by managers , in inquiring about and listening
to the grapevine.
SKILLS OF OPENNESS :
1. Sharing information
2. Sharing mental patterns beneath information.
3. Receiving new information.
In another similar incident , a project leader in a software
company was narrating a dilemma to me . One of his key team members
say A had resigned . The top management had asked the team leader
not to share it with anyone. All his team members knew about A's impending
departure . When they enquired about it from the project leader , he refused
to disclose the details because of the top management directive. Consequently
, project leader became the focus of sarcastic humor and got the label
of "Poor guy".
If we don't want such embarrassing situations to be often
repeated phenomenon, openness seems to be imperative Openness has
generally been associated with the skill and process of sharing information
and the mental patterns beneath it. The skill of receiving new information
has not got its due attention. Being open to new information and its accommodation
into one's mental patterns is becoming a key managerial skill.
In order to develop this skill , a manager neds to remember the
principle of natural justice , "Audi alteram partem " . This means "Always
listen to the other side ". Though this is considered to be a principle
of natural justice but it is also a principle of "Openness".
In a lot of work situations , a manager has to provide justice. The presence
of openness is a prerequisite for doing justice and ensuring that
"Justice is not only done but is also perceived to have been done".
The perception , so expanded takes the professional to the next
level of competence and this has to be a continuous phenomenon for
ambitious professionals. No skill or perception has the potency of
lasting a lifetime. It has to be continually upgraded to not only progress
but also to retain our present position in the organization or society.
During one of my training programs , on of the participants asked
me , "What is the limit of openness ? To what extent can we be open "?
Openness is important. It acts as a natural check on negative
forces. It creates alignment and espirits de corps. However , it should
not be allowed to steamroll our core values .
I have also found that the process of openness has some natural
limits . Beyond these limits openness does not help. In fact , it may even
reduce effectiveness .
In organizations , a lot of damage is done in the garb of
openness . One particular consultancy X , professed itself to be
a highly open organization. This concept got so severely distorted in the
organization , that critical leg pulling or sarcastic humor
or going movies together came to be associated with openness. On the other
hand , key organizational issues were still discussed behind people's back
and closed doors. Hence , this organization could not realize the
positive impact of genuine openness.
There is nothing wrong in going to movies or picnics
together . However , advocating these as processes of openness has its
pitfalls. We may end up being open about all the non- crucial and insignificant
issues.
There are benefits as well as pitfalls on the road to increasing
openness. There is a requirement of cautious but conscious movement on
this road , for the creation of enlightened and equitable organizations.
Most of the Indian Organizations , are functioning near about O in Fig
2 . So, they have a long distance to go before they encounter the natural
limits of the positive impact of openness.They need to be prepared to handle
increasing complexity in interaction during the short term.
Some organizations like a major Telecom Company Z , have realized
the importance of openness and have enshrined it as one of the core values
of the organization.
The strategy of "Opennes"should include processes for "sharing
information" as well as "reveiving new information".
Let me share with you the success story of an openness process
tried out by an automobile company K . In this organization , the daily
production figures were identical , i.e ,800 vehicles . An open house was
conducted , in which the chairman and the HR Head actively participated
. The very next day the production figure crossed 1000 vehicles.
In another organization C , the core team enacted an openness
process called"Team open feedback ". In this process , the team members
sat in a circle and gave open feedback to each other , regarding
"How each one helped or hindered the team ".
The benefits of this "Openness process" have been multiple
:
1. Perception expansion of team members regarding each other
resulting ina broad based alignment
of perspective.
2. Opening up of new windows for each team member after identifying
the pattern of
feedback received from other team members.
3. Delivery of undelivered communication , resulting in the
reduction / removal of misconceptions.
4. Rectification of "Undesirable behavioural patterns".
This indicates the power of openness to provide valid checks
and balances in the team or in the organization.
Hence , the organization needs to have a conscious strategy and
the corresponding processes for "Sharing information" & "Underlying
mental patterns"regarding :
1. Key processes , strategy , resources , strengths ,
weaknesses , opportunities and threats etc.
2. Alternative view points .
3. New ideas and initiatives.
4. Process of increments / promotions / key decision making.
5. Priorities
Even in the history of nations , the success patterns are
in favour of openness. Despotic tyranny has always been associated with
lack of openness and transparency. The first step taken by most of
the dictatorial regimes has been the curtaining of the freedom of the press.
What these regimes have not realized is that this step is the first nail
in their own coffins. Lack of transparency reduces the checks and balances
which openness automatically introduces , resulting in the incidences of
excesses and exploitation. This continues till the mounting public
grievances result in a public outcry and the regime gets overthrown.
It is surprising that these lessons from history have
not been learnt.