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Radical Truth & Radical Transparency

Carl Jung said, “What we do not make conscious, emerges later as fate”.

Radical transparency is a phrase used across fields of governance, politics, software design and business to describe actions and approaches that radically increase the openness of organizational process and data. By fostering a culture of radical transparency what happens is that ideas win over egos and it ultimately elicits the best possible results and it encourages everybody to bring to the table whatever they have to offer.
 
There are three components that make a culture of radical transparency possible and these three components would make any relationship successful:

·         The first of these components that enables radical transparency is our ability to really show up to the table when we're having a discussion or an argument with our honest thoughts and our ability to communicate those clearly.

·         The second of these pillars talks about the approach. It is important to not just show up honestly, but show up openly and with the understanding that you don't own the truth and that you are having a discussion. The aim is to reach a consensus about something and not just being right.

·         The third component focuses on the point that the creation of radical transparency requires coming to an agreed-upon approach or method for dealing with those situations when you do not get to a consensus. It is important to move on from such situations in the healthiest ways to ensure that that disagreement doesn't turn into stagnant energy and resentment.
 
Ray Dalio of Bridgewater Associates is one of the richest and most influential businessmen in the world. At Bridgewater, radical transparency is not just a theory but has been put to practice for decades. Radical truth and radical transparency promote a culture of a real idea meritocracy. It ensures that important issues are made apparent and not hidden to promote a legislated optimism, where communication is one-way and leaders give the upbeat message that everything is fine, and they have a plan. When things are going well, radical transparency will make it clear, and when things are not going well, radical transparency will make that clear, too. When people know what is happening, it gives the opportunity of independent assessment. This feedback is essential for the learning of the leader and continual improvement in organizational decision making.

More often than not, the solution to any problem lies within the organization, but when leaders aim to project a rosy picture, they fail to source the solution from within the organization. With full business transparency, the information will be scrutinized and problems can be discussed openly. Better solutions are found. The insight and ability to influence decisions, lead to motivated employees who are engaged.

Radical transparency ensures that Learning is leveraged. Information is shared in a time-efficient way and colleagues can dig deeper when they wish to. When coaching feedback is shared widely everyone can learn from others’ mistakes.
 
The heart of the concept of Radical Transparency is best expressed in the words of William E. Stafford in his work A Ritual to Read to Each Other:

If you don't know the kind of person I am
and I don't know the kind of person you are
a pattern that others made, may prevail in the world
and following the wrong god home, we may miss our star.

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