Every once in a while there is news of a trusted, successful brand that suddenly lurches into unexpected trouble. More than suffering from misfortune, they are revealed as deeply flawed, and are not what they seemed to be at all. When the internal reality doesn’t match the projected image they are effectively living a double life - one that is ultimately unsustainable.
Is it unreasonable for an organisation to want to project a flattering picture of itself, to instil pride and confidence in it’s staff and customers, while shying away from contemplating its faults and weaknesses, be they systemic or those of individuals?
Imagine if all the challenging, difficult stuff could manifest itself in a ghastly hidden picture instead of being lived, worked-out and resolved – like some fantastic deception in a gothic novel. That could be tempting, especially if problems are being suffered and managed by others and all the easier to disregard. Some may consider things are better left unsaid, to allow them to be managed discreetly and preserve the reputations (and dignity) of those involved.
However, exploring troubling issues openly can establish their true extent throughout the organisation, as well as offering a valuable opportunity to share experiences, correct misconceptions, and learn from each other.
While it may be appealing to avoid the upfront cost and disruption of directly confronting difficulties, how costly will it be in the long run to constantly bend to accommodate them? An informed, strategic response can attempt to share out the burden more fairly, rather than leave problems to be borne by just the individuals directly impacted. That could make for a story with a happier ending for everyone, not just those telling it.