Candor has been hailed in the business press as a key to unlocking organizational performance, yet there has been little discussion of methods that can foster and sustain candor. The purpose of this article is to present a theoretical model for firstly, understanding the forces supporting and constraining organizational candor and secondly, promoting its practice.
This paper builds upon existing research that explores the dynamics present in the relationship between the individual and the organization and applies it to the growing need of creating greater organizational candor.
The decision to disclose ideas and information is a personal choice, an extension of an individual's free will. Organizations that want to capitalize on this rich knowledge base need to cultivate openness within work groups and the larger culture.
The methods presented here are intended to provide readers with options for nurturing candor in their own work and in the organizations in which they work.
The originality of this article is in bringing forward historical research from the applied behavioral sciences and using it to respond to a current organizational need. It will be of value to those who seek to practice and encourage greater candor, personally and organizationally.
