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Transparency and Ethics... How To Achieve the Balance?
As project managers/change makers, our organizations and clients expect transparency; honest, accurate and complete reporting that complies with financial standards and adheres to regulatory requirements. Transparency also includes communicating messages that aren't open to misinterpretation and that clearly represent the intentions of the project and its messages.

If you a project manager working for a large corporation, comment on transparency when the senior executive pressures to meet low probability targets? How transparent are you with the client when your executive manager wants to have everyone believe things are OK?

If you are a consultant working for an outsourcing organization, how transparent and consistent is your reporting to your hiring organization versus your client? Are they the same? Or are they different? And why?
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Jul 06, 2019 8:45 AM
Replying to Valerie Denney
I agree that transparency and candor go hand in hand. But the appropriate use is important as well.
I agree with Jack Welch, Former CEO of General Electric. People—too often—instinctively don’t express themselves with frankness.

Mr. Welch wrote, "I have always been a huge proponent of candor. In fact, I talked it up to GE audiences for more than twenty years. But since retiring from GE, I have come to realize that I underestimated its rarity. In fact, I would call lack of candor the biggest dirty little secret in business.

What a huge problem it is. Lack of candor basically blocks smart ideas, fast action, and good people contributing all the stuff they’ve got. It’s a killer.

When you’ve got candor—and you’ll never completely get it, mind you—everything just operates faster and better.

Now, when I say “lack of candor” here, I’m not talking about malevolent dishonesty. I am talking about how too many people—too often—instinctively don’t express themselves with frankness.

They don’t communicate straightforwardly or put forth ideas looking to stimulate real debate. They just don’t open up. Instead they withhold comments or criticism.

They keep their mouths shut in order to make people feel better or to avoid conflict, and they sugarcoat bad news in order to maintain appearances. They keep things to themselves, hoarding information.

That’s all lack of candor, and it’s absolutely damaging.

And yet, lack of candor permeates almost every aspect of business."
Here's some additional thoughts that resonate with me.on speaking truth to power--a project management perspective.

I recently read an article published by a Canadian newspaper, entitled, "Feds overestimated, ignored issues with Phoenix before rollout: Review".

The following excerpt resonated deeply with me, "The $165,000 review from an Ottawa-based consulting group, commissioned by the federal government, says briefings on the rollout were focused only on positive news, and that the department overseeing the project had a strong culture against “speaking truth to power.”

Read full article here:
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