It makes sense to encourage people to think about what they are doing, and to listen to what they have to say (especially where failure can be disastrous: oil spills, bank bailouts, nuclear plant, airlines, hospitals, and so on).
Nevertheless, organizations have a disconcerting habit of shooting the messenger who brings unwelcome news.
A Yala aids the frank exchange of dissimilar ideas by making it safer to talk.
Because, sometimes, managing top-down and from the centre is not enough. We need to tap the knowledge and experience of all our people.