Re: Anonymity in Meetings LO2500

Mariann Jelinek (mxjeli@dogwood.tyler.wm.edu)
Mon, 21 Aug 1995 16:02:43 -0500

Replying to LO2475 --

Richard Karash wrote:

>I'm doubtful. Fred Kofman says it well, "Anything that is said is said by
>someone, ideas aren't just hanging out there in the air." I'm much more
>inclined to attack the problem by making it easier for people to say
>what's on their minds.
>
>At the same time, as a consultant, I'm frequently in a role of
>interviewing to collect data to be summarized without attribution.
>
>What do you think about enabling anonymity in business conversations?
>Good, bad, when should we use it?

Anonymity has the pluses of getting opinions out when it's not
safe to air them for attribution (when the system is punitive, or can't be
trusted) and letting ideas and contributions stand "on their own" (i.e.,
without the social buttressing of the author's status contaminating the
evaluation). These are very helpful when communication is poor or risky,
and in getting the ball rolling. More, more open, and more forthright
communication seems to me to be the cure.
Anonymity equally has the minuses of those taking advantage of a
"no responsibility" situation - though that, too, it seems too me, is
more, more open, and more forthright communication.
Having said that, the issues of trust and power that several in
this thread have raised are also apropos. Anonymity isn't necessary where
honesty and open communication are treasured, for people are more
interested in hearing what's what (what others think or see, what the bad
news is, if any, etc.) than in playing status games or otherwise wasting
time. In all too many situations, however, "We don't talk about [fill in
the blank] around here" is the message sent to nay-sayers, bearers of
divergent views, or simply those who don't hew to the company line. In
those companies, speaking straight can be costly - projects get turned
down, powerful seniors sabotage careers of "talkative" juniors, etc. What
else but anonymity works, in such a situation? Of course, the preferred
mode would be to dramatically shift the culture and get to the real work
instead of the gaming!

--
Sam

Mariann Jelinek, Ph.D. Richard C. Kraemer Professor of Buusiness Administration Graduate School of Business | Real, enduring strategic advantage College of Williiam and Mary |comes from changing the game. P.O. Box 8795 Williamsburg, VA 23185-8795

(804) 221-2882 FAX: (804) 229-6135

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