How Employee Voice Helps Community Engagement (Breaking the Silence (learn…
How Employee Voice Helps Community Engagement
intrinsic to heirarchies
do not afford built-in protections for employees when communicating information to superiors
subtle negative reaction
shut down future communication from employee and other employees
fear of being fired or losing job
won't bring a change - why bother?
Mum's the Word
discomfort of being the one to give bad news
information is distorted and minimized
inhibits free flow of communication
particularly criticism of high-status members by people in lower-status positions
hierarchies make this worse
sympathize with boss
keep problems to themselves in order to spare them potential embarrassment or hard feelings
how much does age play a role in this situation?
Not Having a Solution
"don't bring me problems bring me solutions"
what should you do if you don't have a solution?
if the expectation is that one always needs to be ready to offer immediate solutions to any problem that arises, then the employee may figure it best to keep his or her mouth shut
is it realistic for managers to expect instant answers from employees?
this expectation may encourage people to scramble for quick fixes that could be unethical or too simplistic for the problem at hand, leading to much bigger problems down the road
Dread of Being Labeled
not being a team player
innovation and collaboration are stifled
Productivity can also diminish
discrepancy between one’s beliefs and one’s behavior
If your beliefs are at odds with the organization, one course of action is to start to dissociate yourself from the organization
you change your view of yourself, convincing yourself that the issue doesn’t really matter, and rationalizing that one person can’t make that much of a difference anyway.
the spillover effect
apathy and anger at work carries over into personal ife
high levels of stress
low community/civic engagement
disengaged at work may generalize that attitude to other institutions outside the work domain, such as governmental and community organizations
passive observers of decision-making and politics in their communities
hen people are exposed over a long period of time to unpleasant and uncontrollable situations, until eventually they become passive and stop trying, even when faced with other situations where the unpleasantness is avoidable
present risks for democratic
societies, which require participation
people who experience strong negative emotions tend to overestimate the probability of negative outcomes and underestimate the probability of positive ones. The result is a mindset that is primed to remember or pay attention to negative stimuli. And people may bring that same mindset to the circumstances they face outside the workplace.
Breaking the Silence
learn to listen
ask them to explain why they think what they do
give everyone a chance to speak
go around the table
don't demand instant solutions
give people time to make a proper analysis
conduct a survey
make sure it in annonymous
hire an ombudsman
independent listener outside the company’s official hierarchy
reduce psychological distance
make sure each person feels welcomed and valued
risk of silence may be especially high in globally distributed teams
no face to face interactions