请问您如何平衡极度透明和团队团结？当极度透明威胁到公司管理结构时，该怎么处理？我很同意你的哲学方法，但是从我的经验看来，即使抱有同理心，事情的结果也是可能无法挽回的。
我会向管理层解释极度透明对团队团结的贡献，以及极度求真和极度透明是如何构建信任和理解的（没有杜撰编造，事情更清晰明了）。我还会让他们看到极度透明可以让所有人自由地表达想法。也会让他们看到如果用糟糕的方式去处理意见，人们看在眼里，就会去议论，然后要么想办法去解决，要么想办法赶走那些糟糕的人。一旦人们明白到极度透明对他们有极大的帮助，并且实现极度透明的唯一障碍是他们起初的抵触情绪，而这种情绪只是一个可以纠正的坏习惯，人们就会乐意去实现极度透明。接着，我们通过良好的指导来帮助人们更好地做到极度透明。当然，不是每一个人都想要这样做。但另一方面，更多的人愿意追求极度透明，因为他们把极度透明看成是诚实，而他们不想待在一个不诚实的环境中。不管怎样，你必须选择你想要身处的文化氛围，并去实现它。对于我和我的同事来说，我们都想要更大程度的真实和透明。
I show them how radical transparency contributes to team unity. I show them how having radical truthfulness and radical transparency builds trust and understanding (because there’s no spin and because there is much greater clarity). I also show them how it allows all people to freely express themselves. I also show them how, if it’s done in a nasty way, people see that, people discuss that, and fix it (or get rid of the nasty people). Once people understand how it helps them a whole lot, and that the only big impediment that stands in the way of wanting to be this way is their initial emotional discomfort with it that’s due to a bad habit that can be changed, most people will want to do it. Then we help people do it well with good coaching. Sure, not everyone will want to do it. On the other hand, more people want it than don’t want it, because those who want it view it like honesty and don’t want to be in a dishonest environment. In any case, you have to decide on what kind of culture you want and deliver it. I and those I work with want a lot of truthfulness and transparency.
