Until the past two or three of decades, the term full disclosure had been mostly a legal term of art. It has since become the title of feature films, novels, episodes of television series, mailing lists, and more. Its meaning varies with its use, but in the context of conversations and reports in the knowledge oriented workplace, the term has its original legal meaning, more or less: an acknowledgment of possible unreliability of sources, or conflicts of interest on the part of the author or speaker. The general idea is that full disclosure conveys information that the recipient might wish to have to make a fair assessment of the author's or speaker's words.
Full disclosure is important in the knowledge-oriented workplace, because we need to trust each other's words and deeds, and we need to know how much to trust those words and deeds. Conflicts of interest raise questions about trustworthiness. For example, an executive known to have opposed a particular project's funding, and who later questions reports of that project's success, has a conflict of interest, because the executive's earlier opposition will be confirmed by trouble in the project, and disconfirmed by the project's success. To be fair to listeners, when raising questions about reports of the project's success, the executive would do well to say, "In full disclosure, I opposed funding this project. Still, I have what I believe are fair questions about these reports of success."
Offering full disclosure of conflicts of interest has important advantages for one's credibility. Here are three insights relating to why and how to volunteer full disclosure.
- Conflicts of interest discovered by others erode credibility
- Among the most Among the most serious threats
to one's credibility is the
discovery by others of
conflicts of interestserious threats to one's credibility is the discovery by others of conflicts of interest that one could have disclosed pre-emptively.
- The failure to disclose those conflicts is consistent with the appearance of an attempt to conceal the conflicts. Pre-emptive, voluntary full disclosure renders that interpretation less likely, increasing the speaker's credibility.
- Provide full disclosure once only
- After providing a statement of full disclosure, don't repeat it unless something has changed, or unless asked.
- Absent a change in the fact pattern, voluntary unbidden repetition of full disclosure statements is behavior consistent with anxiety about one's credibility, which others might interpret as evidence of misrepresentation.
- Correcting a previous disclosure doesn't work
- Making a statement of full disclosure that's incomplete or inaccurate is counter-productive. Be sure of your facts and disclose them accurately.
- If someone else uncovers the error, or if you try to correct it, the resulting situation will be similar to what would have resulted from intentional misrepresentation.
Most important, provide any full disclosure statements before it occurs to the recipient to ask for them. Pre-emptive disclosure increases the chance that your statement will be viewed as voluntary. Top Next Issue
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More articles on Ethics at Work:
- Your Wisdom Box
- When we make a difficult decision, we sometimes know we've made the wrong choice, even before the consequences
become obvious. At other times, we can be absolutely certain that we've done right, even in the face
of inadequate information. When we have these feelings, we're in touch with our inner wisdom. It's a
- Tornado Warning
- When organizations go astray ethically, and their misdeeds come to light, people feel shocked, as if
they've been swept up by a tornado. But ethical storms do have warning signs. Can you recognize them?
- Currying Favor
- The behavior of the office kiss-up drives many people bats. It's more than annoying, though —
it does real harm to the organization. What is the behavior?
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- The Costanza Matrix
- The Seinfeld character "George Costanza" is famous for having said, "It's not a lie if
you believe it." What if you don't believe it and it's true? Some musings.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.