How to make decision-making transparent in your workplace

Human behavior is at the heart of transparency, and the way human behavior expresses itself in any organization is how corporate culture impacts decision-making.

However, if I have learned anything listening to hundreds of customers over the past decade, it is that no two companies have exactly the same culture.

In fact, as much as Peter Drucker is quoted on measurement, he also said, “Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.”

As a leader or manager, if your employees are telling you that “what you’ve got” is not good enough in your company reviews, what can you do about it? How can you improve? How do you compare?

We designed the Transparency Imperative experience with a set of “knobs and dials” that can be adjusted to improve transparency of decision-making in any organization.

Our experience is research-based, meaning our “knobs and dials” have a high statistical probability of improving transparency and therefore increasing employee engagement as a result.

The knobs and dials on our instrument panel, if you will, are called the Six Drivers of Transparency.

It’s up to a leader or manager to decide which or all of the Six Drivers of Transparency matter most in their corporate culture, as Peter Drucker suggested; it is in aggregate, however, that the drivers have the highest degree of statistical impact.

Here are the six drivers and what they measure about transparency of decision-making in our research model:

We offer two experiences on the Transparency Imperative: an employee experience and an employer experience.

Measurement and data are what is at the heart of both experiences.

Since we are the first to measure the transparency of decision-making in any organization, the Transparency Imperative makes it possible to be both constructive and normative.

Constructive in the sense that an organization can understand where it is strong or weak relative to each of the Six Drivers of Transparency, especially in context to their corporate culture.

Normative in the sense that the Transparency Imperative makes it possible to compare organizations to others — so that a leader or manager can better understand and better inform gaps or areas for improvement compared to “best-in-class” or “world-class” organizations.

One of our design principles is “We aim to be constructive.” The emphasis on data, both constructive and normative, is our attempt to remove as much emotion as possible on the road to transparency.

Because we know data are the bridge between employee and employer.

For employees, the Transparency Imperative puts a range of data in your hands to challenge your leader or manager to do better.

For employers, all of this assumes your organization aspires to be transparent with decision-making; and sees transparency as a long-term cultural goal and approach to employee engagement. I can’t imagine the reasons an organization would aspire to be opaque, except to say it does and will likely continue to happen.

In the end, the best talent will get the final vote by the choices they make on where to work.

I’m betting the best talent will seek out organizations at the top of the Transparency Imperative company reviews.

Posted by:Transparency Imperative Blog

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