Have you ever been in a project in which all the information was shared by
everyone ? Any information request was well considered ? If you did
this kind of project, you surely noticed that it was easier to work with
everyone involved, and accomplishing tasks was straightforward as well.
Furthermore, this information sharing increases the very value of the
information ; one could add its point of view to expand the meaning of this
information.
As you have completed such projects, you surely have noticed some difficulties
with transparency :
- the importance of crafting the message (what you say, how to say it, when),
- and the temptation of interfering in everyone's business... This last behavior is a real difficulty : how to encourage transparency and be sure that everyone minds their own business ? Is there too much transparency ?
First, bringing and sustaining transparency is a full-time job. But the advantages of transparency are obvious :
- it plays a part in motivation : you know what you have to do- it plays a part in a better understanding between each individual
- it contributes to increase trust
So, how do we manage it ? From my viewpoint, a few managerial steps must be taken :
- define clearly everyone's tasks and responsibilities- identify how, when and by whom the information is to be communicated : website, wiki, mail, intranet, documents (requirements, specifications)
- formalize the evaluation process of works done
And, needless to say, project management best practices should be adopted by all the members involved.
Having said that, let's see how it works in real life...
1. How to take the managerial steps ?
Well, it depends ! Can you encourage, promote clear definitions of
everyone's tasks and responsibilities ? Identify how, when and by whom the
information is communicated ? If not, better not try to promote full
transparency, but a small step in this direction... One can not change an
organizational culture overnight.
2. How to choose the appropriate level of transparency ?
To me, 2 questions must be answered :
a) Will your team work differently if it has the new information ?
b) Is there any risk if you disclose the information ? For instance, a
competitor, outside your organization, could gain from it ?
But sometimes, I do not communicate some information... Why ? Because just
doing so will do more harm than good. Simply said, if information is good to
tell, any communication must be adapted to people, context, and job. For
instance, if I know that one person in my team is having a difficult relation
with a customer, it makes more sense to think about reasons, context,
difficulties in order to find out solutions. And, needless to say, any chosen
solution must be from this person, not from me...
3. What to do with office politics...
Transparency generates more information : information is power ; it leverages
people. So, sometimes, problems -- of every kind -- can arise because people
use information which was, not to long ago, not available. So, maybe you'd
argue that, after all, it's better to control information. I don't think so.
Sure, you can restrain access to information, but a) human nature is keen on
finding out information and b) we're living in 2010, with Twitter, mail,
browser, cell phones, SMS, ... I believe it's better to consider office
politics as another problem to resolve, and transparency a tool which will help
you clarify what you need, from who, when.
Transparency is great, but it must be used wisely, depending on the context, on
who participate.
