Octapace Organizational Culture

OPENNESS. Openness can be defined as a spontaneous expression of feelings and thoughts, and the sharing of these without defensiveness. Openness is in both directions, receiving and giving. Both these may relate to ideas (including suggestions), feedback (including criticism), and feelings. For example, openness means receiving without reservation, and taking steps to encourage more feedback and suggestions from customers, colleagues and others. Similarly, it means giving, without hesitation, ideas, information, feedback, feelings, etc. Openness may also mean spatial openness, in terms of accessibility. Installing internal E-mailing may be a step in this direction: everyone having a computer terminal has access to information which he may retrieve at any time. Offices without walls are another symbolic arrangement promoting openness. In some organisations, even the chief executive does not have a separate exclusive cabin; floor space is shared by other colleagues at different levels in the organisation. This willingness to share and this openness results in greater clarity of objectives and free interaction among people. As a result of openness, there should be more unbiased performance feedback. Indicators of openness in an organisation will be productive meetings and improved implementation of systems and innovations.

CONFRONTATION Confrontation can be defined as facing rather than shying away from problems. It also implies deeper analysis of interpersonal problems. All this involves taking up challenges. The term confrontation is being used with some reservation and means putting up a front as contrasted with putting one's back (escaping) to the problem. A better term would be confrontation and exploration (CE).
Let us use the term confrontation in this sense of confrontation and exploration, i.e. facing a problem and working jointly with others to find a solution to the problem. The outcome of confrontation will be better role clarity, improved problem