Open Communication Case Study

Gillespie & Dietz (2009) explained that through the influence of the inter-connected organisational components, certain interactions are facilitated and reinforced and if repeated regularly over time, form institutionalized patterns of behaviour and thinking. These provide a cumulative evidence for employee to judge their employers trustworthiness. Its members go through interaction and event cycles sanctioned by or embedded in the organisation’s system components. Gillespie & Dietz (2009) gave the following as components of organisational trust includes

i. Leadership and management practice. Leaders by virtue of their authority, action and accountability inform the employees’ impression of the organisation’s trustworthiness. ii. Strategy.

Generally open communication in organizations has two objectives. The primary and first objective is to inform the workers or elements about their tasks and the policy issues of the organization in a clear and consistent manner (De Ridder, 2003; Francis, 1989). Open communication can be described as transmitting news about the work from organization to employees and through employees (Phattanacheewapul & Ussahawanitchakit, 2008; Chen et al., 2005). The second objective of open communication is to construct a community within the organization through which cohesiveness and collaboration is enhanced (Francis, 1989; Postmes et al., 2001; De Ridder, 2003). Meaningful communication informs and educates employees at all levels, motivates, encourages and drives them to support the overall strategy of the organization (Barrett,

Her further argued that psychological safety helps people overcome the defensiveness or learning anxiety that occurs when people are presented with information that disconfirm their expectations and hope. Psychological safety describes individuals perception about the work environment, how valued and comfortable an employee feels within the work setting, A psychologically unsafe working environment always stir up anxiety and loss of focus of the employee, Kahn (1990) describes psychological safety as a feeling able to show and employ oneself without fear of negative consequences of self-image, status or career. It is obvious that psychological safety is one of the conditions that shape how people inhibit their role in the organisation. Psychological safety does not imply an environment full of roses which people are necessarily close friends nor does it suggests an absence of pressure or problems, rather it describes an atmosphere in which the focus can be on productive discussion that enables early prevention of problems and accomplishment of share goals, because there is less interest in self-protection. Edmondson (1990) posit that perception of psychological safety tend to be highly similar among people who work closely together, such as members of an intact team becomes team members are