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Control system diagrams break down the individual components to more effectively assign accountability across the system, identifying the key participants for each step. Accountability then promotes transparent reporting of desired vs actual output in order to be able to respond appropriately to issues – if there is not transparent reporting, any changes at the comparison point of the system diagram will likely result in a less than ideal outcome and points of failure can be readily identified assigned to a participant. Control system diagrams also support achievement of consistency through closed loop feedback – as behaviours change and result in improved key indicators, this feeds back to leadership who more actively engage with the changed behaviour, reinforcing this behaviour as the cultural norm within the organisation.

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Within a closed loop feedback system, measures can demonstrate changes in sentiment, output, effectiveness, quality etc, before a situation becomes untenable within the organisation. If left unchecked, staff do not see how the organisation is responding to the negative culture and may resort to whistleblowing, denouncing the organisation or engaging in hostile exchanges with other employees in the public domain. If acted on early, organisations can adapt their behaviour and processes to the reported change in measures, which provides staff with confidence in their organisation’s leadership, management and culture.

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Measurement in control systems can track both consistency and transparency, thus developing an understanding of how they contribute to progress towards desired outcomes.

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Measures can be a powerful mechanism to systematically record and track internal feedback mechanisms and provide transparency on actions and outcomes. This could give employees confidence that their concerns were being listened to and acted upon and thus prevent the need for external whistleblowing via the media.

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The ongoing measurement feedback loop can reinforce consistency, by showing that the company is committed to continuous improvement. For this to succeed in building trust, the results, findings and subsequent refinements need to be shared transparently across the organisation

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A system of transparent measures means that data is continuously gathered, analysed and addressed. Provided these measures are well designed to address the challenges that had previously led to public complaints, whistleblowing etc, staff will develop trust in the continuous improvement system. If they are not well designed, or transparently shared, or the organisation appears to cherry pick findings to obfuscate persistent issues, there may still be a perception that the organisation is not committed to addressing problems.

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Cause, effect, interventions and outcome are apparent to all – improves organisational knowledge and lived experience of values.

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•Measures demonstrate an awareness of organisational desire to seek improvement

• An anonymous staff engagement survey allows problematic situations to be raised without fear of individual persecution.

• Establishing Ways of Working to share feedback provides a framework for trust

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Control systems diagrams create consistency and transparency simply because they exist, they are easily accessible to everyone, and they create a sense of teamwork to achieve goals and accountability to the team to measure the outcomes of the control systems diagram.

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Measures can be used to gain feedback voluntarily as well as anonymously within the organisation so that staff have the ability to bring up issues that don't necessarily need to become public to be discussed by the team members within the organisation.

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These diagrams make the components of the system visible to staff and each process is easier to follow this is transparent and encourages trust as there is system in place making employees feel more secure.  

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These diagrams make the components of the system visible to staff and each process is easier to follow this is transparent and encourages trust as there is system in place making employees feel more secure.  

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There can be "measures" put in place such as feedback loops or internal complaint resolution measures.  Management could hold meetings and discuss these feedback issues openly. 

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There can be "measures" put in place such as feedback loops or internal complaint resolution measures.  Management could hold meetings and discuss these feedback issues openly. 

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Control system diagrams can support consistency and transparency by making the system’s desired outputs, processes, measures and corrective actions explicit. It shows what is expected, how performance is measured, who responds to issues, and how decisions are made, reducing ambiguity and supporting psychological trust.

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Measures help create reliable feedback loops so issues are identified and addressed internally before staff feel they need to raise them publicly. Measures such as employee sentiment, complaints trends, speak-up data and follow-up actions can show whether concerns are being heard and acted on.

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Measures help create reliable feedback loops so issues are identified and addressed internally before staff feel they need to raise them publicly. Measures such as employee sentiment, complaints trends, speak-up data and follow-up actions can show whether concerns are being heard and acted on.

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Control systems diagrams support psychological safety by creating clarity about desired outcomes, how performance is assessed, and how feedback influences decisions and actions. This transparency helps employees understand what is expected, how concerns are considered, and how the organisation responds when outcomes differ from expectations. When people can see that feedback leads to consistent and logical action, trust and psychological safety are strengthened.

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Measures help organisations detect issues early, create visibility of emerging risks, demonstrate responsiveness to employee concerns and maintain trust in internal escalation mechanisms. Without these feedback loops, problems can remain hidden until they become public crises like it did in Ubers case.

From a control systems perspective, measures allow the organisation to compare actual cultural performance against desired cultural outcomes and take corrective action before significant gaps/issues emerge. This strengthens psychological safety and reduces the likelihood that employees will feel external disclosure is the only way to be heard.