By Warren G Bennis; Daniel Goleman; James O'Toole; Jonathan Marosz
During this short and well timed audiobook, best-selling authors and specialists of their box examine what conspires opposed to "a tradition of candor" in companies for disastrous effects and recommend ways in which leaders can in attaining fit honesty and openness. In 3 separate essays the authors discover the lightening rod inspiration of "transparency" which has quick develop into the buzzword not just in company and company settings yet in govt and the social sector. Read more...
content material: making a tradition of candor / Warren Bennis, Daniel Goleman, and Patricia Ward Biederman --
conversing fact to energy / James O'Toole --
the recent transparency / Warren Bennis.
summary: during this short and well timed audiobook, best-selling authors and specialists of their box examine what conspires opposed to "a tradition of candor" in companies for disastrous effects and recommend ways in which leaders can in attaining fit honesty and openness. In 3 separate essays the authors discover the lightening rod inspiration of "transparency" which has speedy develop into the buzzword not just in company and company settings yet in executive and the social area
Read or Download Transparency : how leaders create a culture of candor PDF
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Additional resources for Transparency : how leaders create a culture of candor
A now-classic case of how the very design of an organization can hamper good decision making occurred in America’s intelligence community. As with so many instances of bungled decision making, this one only came to light after a disaster: the revelation that the United States had declared war on Iraq largely on the basis of seriously ﬂawed data. Subsequent internal investigations brought a structural problem to light; inadvertently, the system of information ﬂow had been designed to foster poor decisions by depriving key decision makers of crucial data.
C01 3/26/08 9:05 AM Page 35 The emotion that seals people’s lips about vital lies is the unconscious fear that if we look at and speak about these dangerous secrets, we will either destroy the family or be expelled from it. The anxiety of living with these secrets is often allayed by ignoring them. To be sure, not all family secrets are bad. There are “sweet secrets” that have a bonding effect, like the private terms of endearment used within families. The dangers lie in toxic or dangerous secrets, like the fact that a mother is alcoholic and neglects her children, that a visiting uncle was once jailed for sexually abusing children, or that a family fortune has its roots in criminal acts.
The company’s aggressive can-do credo—especially in sales—kept the executive from speaking up, allowing the dishonesty to continue. A dangerous tendency toward silence may be an accepted but unspoken value of an entire discipline, not just a particular organization. c01 3/26/08 9:05 AM Page 32 a profound impact on how an organization functions. We can’t help but wonder, for instance, if the lack of a ready solution was what prompted NASA to okay both the tragic Challenger and Columbia shuttle ﬂights in spite of staff misgivings about the former’s O-rings and the latter’s foam insulation.