In high-performance management cultures it is very difficult to avoid developing a cover-up culture. I've seen companies avoid this either by (1) going out of their way to reward early disclosure of bad news, and severely punishing cover-ups, or (2) inculcating a scientific inquiry attitude throughout the organization, as if we are all scientists working in a lab where it is expected that our hypotheses will not always pan out, to the point where failure is viewed as a learning opportunity and those who do not fail every so often are thought of as not pushing themselves hard enough.