One of the reasons that transparent and open organizations work so well is that people get the information that they need. They are able to make decisions based on that information. They are able to make plans. At least to some extent, they know what to expect. When information is not forthcoming, people often begin to work from assumption — and that can be very dangerous.

At All Things Workplace, Steve Roesler provides some good examples of what he calls The Invisible Assumed:

When 300 engineers at a major East Coast utility were told to re-apply for jobs in their department as part of a major reorganization, they were livid.

“I’ve been here 18 years.” (Longevity means immunity to change)

“I hired the idiot who’s running this thing.” (If I gave someone their job, they won’t mess with mine)

“They already know what I can do.” (I only have to prove myself once)

“No other utility has ever had to go through this.” (This place isn’t being run according to the norm)

“No one told me this could happen when I was hired.” (This wasn’t part of the deal)

“My wife and I have planned our retirement for 23 years.” (‘They’re responsible for my cradle-to-grave existence)

We should note that not all of these assumptions necessarily resulted from a lack of openness on the part of the company. Is it really incumbent on the management of an organization to make specific statements to the effect that longevity provides no immunity to change, or that the neither the world, nor this particular organization, owes anybody a living?

(Read the entire piece at Transparency Revolution.)