Open-Door Policy

An open-door policy permits open access and communication to take place from the bottom of the organization to its top. Communication between supervisor and subordinate receives increased attention. It implies that the supervisors are reachable and that organizational structures and policy have made it possible for each worker to reach them. In hierarchical organizations, access was only to the immediate supervisor, but open-door policy offers a means of access beyond the immediate overseer.

Open-door policies provide structures for regular updates on whether specific tasks are accomplished or neglected, encourage regular staff meetings, and promote trust as management deals with office politics or other difficult problems. Simply listening is not enough; the supervisor should be willing to consider various options, present a climate of mutual support in trying to achieve the ultimate objective, and promote a cooperative work atmosphere. If action is never taken, the policy is perceived as disingenuous and workers will not make an effort.

A study identifying principal behaviors that contribute to a positive school climate found that having an opendoor policy was essential. The principal's communication behaviors that teachers described as supportive were active listening, encouragement, clear expectations, and an open-door policy. Teachers appreciated knowing that they could go to the principal with their concerns. Having access to the principal encouraged informal channels of communication and made the principal available to provide individual professional development.

Research on teacher attrition revealed that one of the most frequently mentioned reasons new teachers leave their school or the profession is the quality of support from the principal. A survey of new teachers identified the most prevalent need as emotional support. These teachers indicated that having an open-door policy was one way the principal provided that support. Job satisfaction was positively affected when the principal was accessible, available, and willing to listen.

Some issues associated with implementing an opendoor policy may provoke resentment of administrators who are bypassed when a subordinate skips immediate supervisors and approaches higher-level administration. On the other hand, subordinates may be reluctant to approach the supervisor for fear of looking inadequate. An additional problem with open-door policy is that supervisor accessibility may create conditions for constant staff interruptions and unintentional sabotaging of the supervisor's own work. The issue then is providing a little more structure for communication without creating barriers or diminishing access.

Structures for getting valuable contributions from workers require an open-door environment with easy and reliable methods for input, access, and results. Administrators are more available to subordinates when they are out of their offices, observing the operation of the organization, holding regular weekly meetings, and conducting daily “huddles.” Huddles are quick stand-up meetings used for questions, information sharing, and follow-up on urgent issues. Furthermore, it is important to meet often with fellow supervisors to make sure that all are sending consistent messages on key issues and policies.