Author: Elena Badea, Managing Director, Valoria Business Solutions

In many large and medium-sized companies in Romania, crises do not appear suddenly. They form slowly, almost invisibly, behind impeccable reports, meetings where everyone seems "aligned" and presentations that look better than reality.

Managers discover too late what is not working, and the "blind spots" become visible only when the problem has escalated, or has turned into a crisis situation.

This inability to see weak signals in time is not a coincidence, but a consequence of the way organizational culture works in many Romanian companies.

This is where the concept of organizational sensing comes in. It is a system through which companies detect tensions, risks and opportunities early.

Where do "blind spots" in organizations come from

To understand why these blind spots appear, we need to look at three systemic causes.

1. The first is related to the psychological biases of leaders. Even the most experienced CEOs fall into cognitive traps that affect their clarity. In Romanian culture, where respect for authority is still strong, these biases are amplified. When the CEO enters the meeting room, reality is embellished.
2. The second cause is related to cultural norms that inhibit honest feedback. In many teams, feedback is perceived as a risk, not a responsibility. People prefer to remain silent than be perceived as negative or overly critical. Thus, many problems circulate informally and do not reach decision-makers.
3. The third cause is related to processes that report on the past, not the future. Traditional KPIs tell what happened, not what is going to happen. Without sensing mechanisms, the organization becomes reactive and ends up putting out fires instead of preventing outbreaks.

What is organizational sensing and why is it essential

Organizational sensing functions as a nervous system of the company. Detect pain before the wound becomes infected.

An effective sensing system reduces risk reaction time, increases decision quality, improves morale and retention, accelerates innovation, and prevents costly crises.

In Romania, where many companies still operate on the “if it’s not urgent, it doesn’t exist” model, organizational sensing can be the difference between an adaptive company and one that falls behind.

The four levels of organizational sensing

1. Psychological sensing = human dynamics that managers ignore

The first level is psychological sensing, which involves understanding human dynamics. It is the most ignored level, but also the most important.

This includes analyzing the prejudices manifested in the act of leadership, observing nonverbal behaviors in meetings, identifying taboo topics and assessing the level of psychological safety of people.

In many Romanian companies, silence is interpreted as a sign of organizational health. In reality, silence is often the first symptom of a crisis in the making.

If people do not ask questions, if all reports are good or if managers avoid giving feedback in real time, we do not have a performing organization, but one in which the truth does not circulate freely.

2. Structural sensing = processes that bring the truth to the surface

The second level is structural sensing, which refers to the formal processes that bring the truth to the surface.

This includes structured feedback rituals, decision escalation processes, authentic analysis of mistakes or failed projects, and meetings focused on solving real problems, not on demonstrations of authority.

A good example is that of a retailer with over 3,000 employees that introduced a monthly “early warning signals” process. Store managers reported not only numbers, but also tensions, concerns, and changes in customer behavior. In just six months, the company anticipated and neutralized two major risks before they affected sales.

3. Technological sensing = data that reveals weak signals

The third level is technological sensing, which uses data to detect weak signals. Technology does not replace human sensing, but amplifies it.

Quick quarterly surveys, emotional state analyses conducted with internal resources, monitoring the volume of escalations, or predictive analytics on HR data can provide an objective picture where people’s perceptions may be distorted.

In Romanian companies, digitalization is often fragmented, which is why technological sensing cannot always become a good radar for identifying problems in the team.

4. Cultural sensing = micro-behaviors that tell the truth

The fourth level is cultural sensing, which involves observing micro-behaviors. Organizational culture is not what is written in presentations, but what happens during the coffee break.

Cultural sensing means observing informal rituals, analyzing the language used in teams, identifying the leadership shadow and detecting tensions between declared and lived values.

Weak cultural signals are often subtle: people say "there's no point in trying", projects get stuck in silence, not in disagreement, and new initiatives are met with sarcasm, not questions.

How to implement an organizational sensing system

Implementing an effective sensing system involves taking the following steps:

1. Define the areas you want to see. You cannot detect everything, so it is important to choose a few areas such as: team morale, operational risks, interdepartmental tensions, customer satisfaction, or execution capacity.
2. Create data collection channels. A single channel is not enough. A combination of anonymous feedback, one-on-one discussions, data analysis, behavioral observations, and quarterly quick surveys provides the complete picture.
3. Train leaders to recognize weak signals. Leadership teams, directors, and managers need psychological literacy, training in active listening, the ability to ask difficult questions, and a tolerance for discomfort.
4. Normalize early escalation. In many companies, escalation is perceived as failure, when in reality it is an act of responsibility. People should be rewarded for early warning of potential problems, not penalized.
5. Transform sensing into decisions. Without action, this entire process is just an intellectual exercise. That is why it’s a good idea for your management team to set aside time monthly or quarterly to “decode” weak signals to turn information into decisions and competitive advantages.

Why organizational sensing works

Organizational sensing works for three main reasons:

• It reduces reliance on informal information networks, which are ubiquitous but often distorted.
• It increases trust in leadership. When people see that they are being listened to, not just measured, the power dynamics shift, and retention improves.
• It allows for quick reactions in a volatile market, where changes are rapid and often unpredictable.

In conclusion

“Blind spots” in the company are not a flaw of leaders, but a natural consequence of organizational complexity. The irony is that in many companies, crises are treated as surprises, when in reality they have been sending signals months in advance.

Management teams that implement sensing mechanisms see clearly, and this visibility can become a strategic advantage.

Therefore, the question is not whether there are blind spots in the company. The question is whether there is a system in place to detect them before they become real crises.

About Valoria

Valoria is a consulting, training, and executive coaching company. Through our services, we help entrepreneurs to grow their business and make success concrete and predictable. Companies turn to us for marketing, human resources and sales consulting. We often respond to requests for training or coaching of management teams. Competence, trust, innovation and passion are the values we uphold in everything we do. We build long-term partnerships and collaborations, because we offer guaranteed results and the best quality, at the right price. Find out more at: www.valoria.ro.