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[the sport] in the country. And that’s the kind of coordination and collaboration that
we talk about. (personal communication, April 22, 2008)
4.4 Transparency
It was evident that the NSO appeared to be a highly transparent organisation. The
researcher acknowledged the fact that they had allowed him into the organisation as an
outsider to conduct his research. This somewhat alluded that there were some levels of
transparency existent within the organisation. Participants made reference to this fact. “I
think it is because you rang me up and I’m….and I’m sitting here a week and a half later.
Everybody in the world has got my phone number,” said NSO 5 (personal communication,
June 3, 2008).
opinion:
When asked to offer insight into the openness of the organisation NSO4 offered this
Oh, yes, you’ll have to buy us a bourbon and we’ll you know, talk to you! But you
know, it’s part of our job to be open to the [sporting] community, and to hear issues
and discuss solutions, so if we are difficult to get to know, we shouldn’t be. So, all
our phone …I think that’s the same in a lot of national sports organisations are, on
the website, all our mobiles are up there I think, so it’s just a matter of giving us a
call, and we’ll take the call. (personal communication, April 22, 2008)
NSO1 also supported an open attitude “but I think overall [the] head office is fairly
straightforward, we certainly don’t hide anything (personal communication, April 18, 2008).
From the previous responses the NSO had an open door policy that was quite
widespread. It seemed that this NSO was just as open towards anyone within its sporting
community, such as its respective regional sporting organisations, as well as the PSF. In
one way this could be seen as a positive as the NSO is open to the PSF. However, did the
NSO value its relationship with the PSF to any greater degree than that of any other
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