As is often the case, over the past few weeks I've had the opportunity to speak with a sizable cross-section of managers and employees. They've asked questions about specific challenges in their areas.
It is striking how frequently the problems are linked to a lack of clarity. Goals are vague. Standards are hazy. There is little or no feedback about performance. Conflict is taken underground and teams refuse to speak to one another. Meetings are held where no one is candid and subjects which are spoken of away from the office are never on the agenda. Everyone operates in a fog.
Although we tend to think of communication as the conveying of information, in many cases it involves couching language so a certain result can be obtained. And what is that oddly desirable result? Peace. Our conflict-adverse culture encourages the squelching of candor; the lack of candor produces continued misunderstanding; that misunderstanding fosters distrust; and the lack of trust bolsters the reluctance to be candid.
It is no surprise that a natural question - Have you ever frankly discussed the problem? - is answered with "No."
Clarity and candor are signs of a healthy organization but they require constant cultivation. They also require courage.
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