With projects moving away from pure construction (or hardware in general) to more elaborate, complex, and often dematerialized, we realize more and more that “knowledge is power”. And there is something unfortunate that this trend coincides with the shift of most organizations to a matrix environment, where project team members retain their line accountability. It is therefore not really surprising that some stakeholders view the free sharing of information as a potential threat on their work environment, and by extension, on their livelihood.
This is even amplified for stakeholders who may be impacted by your project, when information retention may be one of the symptoms of an environment where transparency may lead to retaliation (e.g. if the project manager, or the project sponsor are well connected).
It is critical, as a project manager, that you promote a culture of openness and transparency, in particular when it is about bad news.
This is even amplified for stakeholders who may be impacted by your project, when information retention may be one of the symptoms of an environment where transparency may lead to retaliation (e.g. if the project manager, or the project sponsor are well connected).
It is critical, as a project manager, that you promote a culture of openness and transparency, in particular when it is about bad news.