Organizations, projects and teams have goals and objectives, and often these terms are used interchangeably. When I’m trying to be good on nomenclature, I use the following standard definitions:
A Goal is generally described as an effort directed towards an end. In project management, for example, the term goal is to three different target values of performance, time and resources. To be more specific, the project goal specifies the desired outcome (performance), the specific end date (time) and the assigned amount of resources (resources). A goal answers to “What” is the main aim of the project.
An Objective defines the tangible and measurable results of the team to support the agreed goal and meet the planned end time and other resource restrictions. It answers to “How” something is to be done.
I think many of us are familiar with the concept of SMART goals. Lately I’ve been using FAST objectives.
Transparency provides the connective tissue, and must be a primary aspect of any quality culture. Transparency is creating a free flow within an organization and between the organization and its many stakeholders. This flow of information is the central nervous system of an organization and it’s effectiveness depends on it. Transparency influences the capacity to solve problems, innovate, meet challenges and as shown above, meet goals.
This information flow is simply that critical information gets to the right person at the right time and for the right reason. By making our goals transparent we can start that process and make a difference in our organizations.
Our research suggests that the bystander effect can be real and strong in organizations, especially when problems linger out in the open to everyone’s knowledge. Insiya Hussain and Subra Tangirala (January 2019) “Why Open Secrets Exist in Organizations” Harvard Business Review
The bystander effect occurs when the presence of others discourages an individual from intervening in an emergency situation. When individuals relinquish responsibility for addressing a problem, the potential negative outcomes are wide-ranging. While a great deal of the research focuses on helping victims, the overcoming the bystander effect is very relevant to building a quality culture.
The literature on this often follows after social psychologists John M. Darley and Bibb Latané who identified the concept in the late ’60s. They defined five characteristics bystanders go through:
- Notice that something is going on
- Interpret the situation as being an emergency
- Degree of responsibility felt
- Form of assistance
- Implement the action choice
This is very similar to the 5 Cs of trouble-shooting: Concern (Notice), Cause (Interpret), Countermeasure (Form of Assistance and Implement), Check results.
What is critical here is that degree of responsibility felt. Without it we see people looking at a problem and shrugging, and then the problem goes on and on. It is also possible for people to just be so busy that the degree of responsibility is felt to the wrong aspect, such as “get the task done” or “do not slow down operations” and it leads to the wrong form of assistance – the wrong troubleshooting.
When building a quality culture, and making sure troubleshooting is an ingrained activity, it is important to work with employees so they understand that their voices are not redundant and that they need to share their opinions even if others have the same information. As the HBR article says: “If you see something, say something (even if others see the same thing).”
Building a quality culture is all about building norms which encourage detection of potential threats or problems and norms which encouraged improvements and innovation.
Prominent Doctors Aren’t Disclosing Their Industry Ties in Medical Journal Studies. And Journals Are Doing Little to Enforce Their Rules
— Read on www.propublica.org/article/prominent-doctors-industry-ties-disclosures-medical-journal-studies/amp
People need to realize the only way to truly build trust is through transparency. If there is nothing to hide, don’t hide it.