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ORGANIZATIONAL SILENCE: A BARRIER TO CHANGE AND DEVELOPMENT IN A PLURALISTIC WORLD

by Elizabeth Wolef Morrison, Frances J Milliken
Academy of Management Review ()

Abstract

The authors argue that there are powerful forces in many organizations that cause widespread withholding of information about potential problems or issues by employees. They refer to this collective-level phenomenon as 'organizational silence.' In their model the authors identify contextual variables that create conditions conducive to silence and explore the collective sensemaking dynamics that can create the shared perception that speaking up is unwise. They also discuss some of the negative consequences of systemic silence, especially for organizations' ability to change and develop in the context of pluralism. [ABSTRACT FROM AUTHOR] Copyright of Academy of Management Review is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

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