Transparency as a Pillar for Organisational Wellbeing

Reflections on transparency and privacy, or how open spaces promote job satisfaction.

We live in an era of “fake news” and widespread misinformation, where the lines between what’s true and false have blurred. The result is an unprecedented crisis of trust. In this scenario, transparency emerges not only as an ethical value but as an indispensable pillar for organisational wellbeing. But what does it really mean to be transparent in the workplace? And how does this translate into a physical and mental workspace where every individual feels valued and safe??

 

What will I read about in this article?

 

 

 

An Approach to the Concepts of Trust and Transparency in an Organisational Context

 

Transparency in organisations goes beyond merely sharing information. It’s a comprehensive commitment to Meanwhile, trust is the invisible foundation upon which all fruitful work relationships are built. It is that delicate balance that enables employees and employers to move forward together towards a common future, confident that their efforts and loyalties are valued and respected. Trust is not imposed; it is cultivated through consistent and genuine actions that demonstrate integrity and mutual respect.

 

 

 

Open Workspaces and Organisational Transparency

 

Open workspaces, far beyond their aesthetic or functional performance, are a valuable means of fostering transparency within organisations and improving job satisfaction. These environments eliminate physical barriers between employees, facilitating interaction and the flow of information. In an open space, spontaneous conversations become opportunities to share ideas and solve problems in real time, reinforcing collaboration and team cohesion. In other words, trust increases.

 

These spaces are a tangible manifestation of how architecture can become a powerful ally for transparency and

organisational wellbeing.

 

This is known as the Activity-Based Workplace (ABW) methodology, which prioritises the concepts of communication, collaboration, concentration, and creativity. It does not seek to control how people work but to provide them with as much freedom as possible to facilitate their professional development.

 

 

 

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The Positive Side of Organisational Transparency: Trust and a Sense of Belonging

 

Numerous studies suggest that organisations prioritising transparency and trust achieve higher levels of satisfaction and morale among their employees.

 

According to Deloitte, 86% of leaders say that the more transparent an organisation is, the greater the trust of the workforce. Their research shows that sharing information about decisions, results, strategies, and practices freely with employees, customers, investors, and other stakeholders is generally viewed positively.

 

 

 

“86% of leaders say that the more transparent an organisation is, the greater the trust of the workforce.”

 

 

 

Moreover, employees in companies with a high level of trust are 50% less likely to leave for another organisation, 180% more likely to be motivated, 140% more likely to take on additional responsibilities, and, in general, are more productive, more satisfied with their jobs, and healthier.

 

 

 

Is It Possible to Achieve a Proper Balance Between Transparency and Privacy?

 

In a world where information flows rapidly and the boundaries between public and private blur, finding a balance between transparency and privacy in the workplace is more relevant than ever. This balance is essential for fostering trust without compromising employees’ privacy, and achieving it requires a deep reflection on the very nature of human relationships at work.

 

 

When transparency is exercised in moderation, it allows employees to feel informed and valued, creating a sense of belonging and cohesion. However, when transparency becomes an excuse for excessive surveillance, it can erode trust and create an environment of uncertainty and fear. The key, therefore, lies in intention and mutual respect: the information shared must be relevant and constructive, not invasive or controlling. Within this delicate balance, trust acts as the central pillar supporting the organisational structure.

 

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A culture of trust is built through open communication, active listening, and recognising the intrinsic value of each individual. It’s not about having access to every personal detail of employees but about creating an environment where their integrity and privacy are respected.

 

Organisations can cultivate this trust through an approach that prioritises collective wellbeing and respect for individuality. Implementing practices that address privacy as a fundamental right, rather than an obstacle, can transform the perception of transparency so that it is seen as an opportunity for growth and collaboration instead of a control tool.

 

Ultimately, the true secret to achieving this balance lies in conscious leadership, which understands that trust is not built through control but through empathy and respect. When authentic relationships are prioritised, and individual perspectives are valued, organisations can create a space where transparency and privacy coexist harmoniously, strengthening trust and the organisational fabric.

 

 

 

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