Why openness is so important in high performance organisations

I have just completed my PhD in organizational psychology looking at openness as a predetermining factor to organizational effectiveness. Below, I have included some of the more important facts that I have learnt about organizations and organizational effectiveness. I have also included the researchers who support these views.

There is overwhelming evidence to show that financial measures are not sufficient to evaluate the overall success and effectiveness of organisation in today’s ambiguous, fast paced unpredictable world. (Kaplan & Norton)

Furthermore, academics and practitioners alike believe that the dimensions and capabilities that are important for success in today’s business environment, such as openness, sustainability, ability to change and intellectual capital, and how to achieve them, are a mystery for most organisations (Allee, 2003)

As part of their 75th anniversary HBR interviewed 5 top organisational thinkers to find where the future lies for successful organisations (Drucker, Senge, Handy, Dyson and Saffo*)

They identified that organisations need to interact openly in global markets, increased customer needs and turbulent changes which will ensure profit, productivity and long-term sustainability that does not encroach on the natural balance of Earth.

My results which is based on the initial research of Professor Oscar Mink suggest that 3 characterisitics must be present for organisations to interact openly both inside and outside the organisation.

The three factors are unity, internal relatedness and external responsiveness.

Over the next few weeks I will talk more about these factors and how they impact on organisational effectiveness.