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Opacity creates friction
(Sometimes that’s good, but usually not)
Traditional organizations operate on a “need to know” basis, where information flows through prescribed channels and access is carefully controlled. This approach emerged from military and industrial models where information security and chain of command were everything. Leaders worried that too much transparency might create confusion, slow decision-making, or give competitors an advantage.
But when information is hidden, teams duplicate effort, miss opportunities for collaboration, and lack the context needed to make good decisions. The rise of digital tools and distributed work has made transparency not just possible but essential. Opacity also breeds mistrust and disengagement; in my experience, this effect is especially pronounced in an organization’s most important, highest-performing individuals and teams. When people don’t understand why decisions are made or how their work connects to larger goals, they become passengers rather than drivers.