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Information is most useful when it is shared: 3 common scenarios

1. Thefirstscenarioassumesthatinformationispower.Aspowerisnotshared,onemustbe careful not to scatter authority, and to play the concentration of information within the department,centralizeknowledge,andpracticevoluntaryretention. 2. The second scenario encourages practicing the principle of diffusionretention of information. This is a selective dissemination of what we have decided to share. In other words, we seem to share everything, when in reality, we do not. Important information remainsthemonopolyoftheonewhoholdsit. Nothingiseasierthantoaffixthestamp"confidential"onadocumenttorestricttherelease of specific information we select to retain. This attitude expresses a true paradox that requires a clear choice. Executives are challenged to find a balance between the need to controleverythingandgivefullconfidencetotheircollaborators. In this second attitude, leaders distribute information with scarcity in difficult times, followed by a more generous distribution in the absence of problems as if trust were conditional. 3. Thethirdscenarioisthepositionofoscillationbetweencentralizationincaseofconflictor crisis followed by a quiet period of decentralization is in opposition to a participatory approach. The latter encompasses sharing information within a network of motivated collaborators.Exchangingwithinandthroughanetworkremainstheonlymeanscapableof implementingchange,acceleratinginnovation,bringingfluidityandflexibility,strengthening employee engagement, empowering employees and increasing their reactivity and performance. The degree of fluidity of information in business does not occur by accident. It reflects a managerial style where the behavior of employees is in perfect harmony with the flow of informationwithinthecompany. Inanauthoritativeenvironment,theemployeewilladoptanattitudeofdependencebased onitshierarchy:Theydecide,Iexecutewhattheydecide.Itakenorisk. In the event of centralizationdecentralization attitude in relation with information that is shared,employeeswillplaythegameofindependence:Sincethereisnotrust,Imustactas if there was trust and do only what I am told to do. Employees are passive stimuli dependentemployees. Finally, only the information network can establish the rule of interdependence between motivated employees. Why? Because interdependence is synonymous with decompartmentalizationinthecompany,itleadstoperformancethroughanticipationand proactiveresponsiveness.Employeesareactiveperformancedependentemployees.