WikiLeaks: Challenging Attitudes to Transparency


Synopsis

In this post the WikiLeaks saga is reviewed and lessons for change leadership identified. The main messages are:

  • The main casualty to date of the WikiLeaks affair is the US government’s careful orchestration of international perception;
  • The tension between what we say in public and think in private is not just an issue in international diplomacy;
  • In business, this tension emerges clearly in times of change;
  • Leaders often decline to tell it like it is because they prefer to avoid conflict and challenge;
  • These are not good reasons to simply play the game: ‘shadow’ change programmes develop, where all the important decisions are made and deals are done behind the scenes;
  • This does not advance the cause of best practice in delivering change;
  • Sometimes a more transparent and direct approach is simply more efficient and effective.

This post is presented in pages 1-9: please see below to navigate to specific page numbers. Headings are on page 2.

Please comment on this post whether you agree or not with the messages.

4 thoughts on “WikiLeaks: Challenging Attitudes to Transparency

  1. Insightful – one thing that occurs to me is that the multitude of communication media available to us all make it incredibly easy to avoid ‘difficult’ or ‘honest’ conversations. So we email, text or IM, in fact anything to avoid a productive duplex conversation. IMHO we are getting worse, not better, at leadership and communication.

    As for Wikileaks we now know that some people thought (amongst other startling revelations) that George Osborne and David Cameron were inexperienced…. no shit sherlock. As the author says – there is nothing remotely earth shattering here – just some one who doesnt want to play the game and no, remarkably, is branded a sex pest. Well I never

    1. Rich – I endorse your comments.

      Your perspective on communications and technology is especially interesting. So-called enabling technology (everything from email to groupware & social media) has exponentially increased our ability to fire off vast volumes of often very abbreviated and ambiguous messages. Like mortar shells, we only have a very approximate idea of what happens when they land.

      We have been seduced into thinking that this = communication. It doesn’t: we’ve lost the ability to identify instances where nuance and subtlety require face-to-face, or at least verbal, interaction. And for those of us who regard these modes of communication as a chore (sadly, this includes too many people in leadership positions) it has provided a ready made excuse to actually avoid interaction.

      I will be posting a longer comment on technology & communication in the next few days.

      Thanks very much for your feedback.

      spincop

  2. Attack is the best defence. The US Govt has only itself to blame. It circulated these cables to a distribution list of 3 million, it is claimed. It also prior argued that full transparency makes government accountable. What did it expect? Now it has egg on its face. It reminds me of organisations that create awful internal bureaucracies and then blame the government for imposing bureaucracy, hoping to divert responsibility elsewhere. This is shadow-side behaviour. Leaders need to rise above these word games and examine what they are doing in the first place that gives rise to them. By exercising crude power (e.g. on companies to boycott Wikileaks) makes you look less powerful. As Gordon Brown’s memoir says, the more powerful Fred Goodwin became the more he complained and undermined his power.

    1. Appreciated Bill – I find myself in warm agreement with your stance.

      I am increasingly impatient with organisational posturing and pretence around transparency, openness and honesty (and indeed other ubiquitously quoted, inherently ‘good’ values).

      This pretence can be seen in public and private organisations, from national governments to global corporations. These motherhood values are advertised as being part of the organization’s DNA. When someone applies the values too literally however (and exposes a little hypocrisy, for example) the organization’s reaction is to pull the iron fist from the velvet glove and attempt to crush the ‘dissident’.

      Before someone accuses me of being a ‘bleeding heart’, I’m reconciled to iron fist-type organizations being successful and even necessary in some contexts. What I cannot be reconciled to is the systematic cloaking of intentions and the careful disguising of true organizational character.

      Thanks again for your comment.

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s