Dealing with white lies and blatant fibs in organizations. And in OD!

Budgets, sales forecasts, dates of product releases, product quality: these are all issues that organizations lie about in order to ensure their existence in turbulent times. False data is fed to the market, to customers, to investors, to boards and often to competitors. 

Very often, without these fibs, the liar would have become a goner.

Example: The present budget for the new IT system is 4 million euro, claims the CEO to the Board, which oks the investment with great difficulty. Eight months later and 3 months before project completion, the CEO announces that 7 more months and 2 million additional Euros are needed to complete the project. The board caves in. Of course the CEO  knew in advance that this is the only way he could have pried out the money from the board, which eventually will cost 9 million Euro and 4 years to complete.

What are the main dangers posed by this “prologue” of initially lying? Well, that’s pretty obvious, isn’t it? Within the organization, people need to pretend: fake goals; fake KPIs; fake updates; a culture of blaming someone else for the delay/quality/price. 

Or perhaps there is a double set of books! Like what we mean and what we say.

Or what we learn not to say.

And what happens to nay-sayers who challenge the fibs? Who thrives and who drowns in such a culture?

It all really becomes one big fucking lie. But the organization survives.

And of course we need to ask, what type of OD is done is such a context. Does OD help perfume the pig, as it were, stirring up the troops to do their level best to “make it happen”? Rah-rah; wow wow!

Or does OD unravel the web of lies, which poses short term existential threats which may cost the OD consultant his, or her, job. Yes, his or her. 

I have been fired 3 times for unravelling lies. I even consulted a company that had missed a delivery date by 3 years on a minor software release, on which no one was even working, albeit that the end customer was paying for its development.

Of course OD also has it little white lies, to say the least. Is what we do actually good for business always? Do the latest trends that OD practitioners push really add value? Like “love in the workplace” or “hire for neuro-diversity”. Is wellness achieved at work, for God’s sake?  Does teamwork pay off? Is process and value alignment necessary, or do the conflicting demands between the two create the necessary tension needed to get the job done? Can we strengthen middle management; Does it do any good? 

I suggest that before we attempt to undo the fibs and lies of our clients, we deal with our own shit. If you get my drift.

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1 thought on “Dealing with white lies and blatant fibs in organizations. And in OD!

  1. I suppose you could try and discuss the Harvard Business Review article “The Earnings Game: Everybody Plays, Nobody Wins” ( https://hbr.org/2001/06/the-earnings-game-everyone-plays-nobody-wins ) with the CEO? If they don’t break the pattern then the mismatch between reality and spin will accumulate until the Board has no option but to fire them, so that a new person can come in and take-a-bath to reset the numbers and start the sad pantomime all over again!

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