A study conducted at George Washington University involving undergraduate students found that the likelihood of decision-makers concealing negative information or problems increased significantly as a project approached completion. Specifically, when a project was 90% complete, the study found that 81% of decision-makers were likely to hide negative information or problems, compared to just 37.5% for a project that was only 10% complete.

There are several potential reasons for this phenomenon. One possibility is that decision-makers may feel pressure to meet deadlines and achieve certain targets and may therefore be more inclined to conceal problems to keep the project on track. Additionally, decision-makers may be motivated to avoid negative consequences, such as criticism or punishment, if they report problems or setbacks.

One study published in the Journal of Business Ethics found that individual and organizational factors can influence the likelihood of "information hiding" behaviour. These factors include an individual's level of power and influence within the organization, as well as the organization's culture and reward systems. For example, the study found that individuals with a high level of power and influence within an organization are more likely to engage in "information hiding," as those who work in organizations with a culture that values competitiveness and individual achievement over collaboration and transparency. The study found that reward systems that emphasize meeting short-term goals and targets may also contribute to "information hiding" behaviour.

Another study published in the Journal of Applied Psychology found that "information-hiding" behaviour can negatively affect individuals and organizations. The study found that individuals who engage in "information hiding" behaviour may experience negative emotional consequences, such as increased stress and anxiety, and may also be more likely to experience negative career outcomes, such as reduced job satisfaction and career advancement opportunities. Additionally, the study found that "information hiding" behaviour can have negative consequences for organizations, including reduced trust and collaboration among team members, decreased decision-making quality, and reduced project success.

To minimize the risk of "information hiding" behaviour, it is important to create an open and transparent culture within an organization where decision-makers feel comfortable sharing information and raising concerns. This can be achieved through several measures, such as establishing clear communication channels, encouraging a culture of honesty and accountability, and providing training and support to help decision-makers feel more confident in raising concerns.

It is also important to recognize that "information hiding" behaviour is not limited to decision-makers and can occur at any level of an organization. Therefore, it is important to create a culture where all employees feel comfortable speaking up and raising concerns, regardless of their position or level of authority.

Overall, the study at George Washington University provides valuable insights into the potential for "information hiding" behaviour as projects approach completion and highlight the importance of creating an open and transparent culture within an organization to minimize this risk. By fostering an environment where decision-makers feel comfortable sharing information and raising concerns, organizations can help ensure that problems are identified and addressed promptly, ultimately improving the chances of project success.

Keywords: "information hiding," project management, decision making, transparency, accountability, project success.