Organizational SilenceSamir Saad

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ObjectiveDescribe the significance of Organizational Silence (OS)Recent developmentsExamplesThe role of HRD

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What is Organizational Silence (OL)?

Because the trend today:Employees have a particularly low level of trust in their companies, their senior management and board members.Organizational silence refers to a collective-level phenomenon of saying or doing very little in response to significant problems that face an organization (Henrikson, Kerm & Dayton, Elizabeth. 2006)Main point:In many organizations people choose to remain silent.Organizational silence starts with the individual and leads to a group mentality (becomes a norm).

Quote from- Organizational Silence and Hidden Threats to Patient Safety. Health Services Research

Main point- Employees who know the truth about certain issues and problems facing the organization dare not to speak the truth to their superiors

Trend- Millennial generation example

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Factors that lead to Organizational Silence:Too many levels of hierarchy can lead to a disconnect from management and employeesNot having an open dialogue between management and employeesTop down approach compared to bottom upBelief that it will slow down/hinder the organizationWhat else can you think of?

An inaccurate belief that unity and consensus are signs of organizational health whereas disagreement and dissent should be avoided-explain with self-example.4

Significance:Obstacle in the transfer of existing/new knowledge and ideasInnovation suffersEmployees stop caring (dont bother to solve issues)Retention issuesA bad public perception

An inaccurate belief that unity and consensus are signs of organizational health whereas disagreement and dissent should be avoided-explain with self-example.

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Recent Developments:In 2013 asecurity breachthat resulted in thousands of accounts posting spam messages to Facebook.

Other employees volunteered to help support customer questions and concerns

Googler to Googler

Makes learning part of the way employees work together rather than something HR is making them do.

Buffer (2013)- According to a study from Stanford, companies who admitted to their missteps were often rewarded with higher future stock prices.PlayStation Example for showing the contrary (2014) & What they changed going forward (2015)

2. Google- "Googler to Googler," places employees from across departments into teaching roles to teach valuable career-building classes as well as extracurricular like kick boxing and social skill for engineers.Everything from kickboxing to parentingwere initiated and designed by an employees.New positions were created (Paid and Voluntary)6

How can their voice be heard?Promoting communication top-down/bottom-up/Cross-departmental

Example ?:Ombudsman

Having HR advocate/ implement/support a strong communication plan- Outline theexpectations (what is being rewarded and for how long) and if necessary, clarifychanges to the existing reward/incentive program. Keep teams motivated bybestowing rewards on a consistent basis. (Bodell, 2014)

What is an Ombud?A way to show the employees that the organization cares about what they have to say. An avenue that lets individuals come forward without any repercussions. Shows that the organization has integrityA resource for organization conflict

On October 20th, 2011 Stanford Law School hosted an event, "From Dangerous Silence to a Culture of Trust." - Show the video (26:54-27:30 & 36:20-37:26)

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A different approach:Charles L. HowardPartner, Shipman & Goodwin LLP

Helped write the U.S. Federal Organizational Sentencing guidelines from 2002-2004 (Compliance and disclosure)8

A different approach:Patrick J. GnazzoPrincipal, Better Business Practices, LL

Chief Ethics and Compliance Officer

Dont forget to draw the NFL parallel

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Conclusion:A problem that affects many organizations to some degree. Dont shot the messenger- Build an open and trusting climateOrganizations should seek and reward dissenting opinions and negative information.Hire a diverse group of people.Put systems in places that allow employees to remain anonymous (tip line) if they choose to come forward with sensitive information.The presence of an Organizational Ombudsman can penetrate this costly and dangerous silence and foster a culture of trust, candor and accountability.

An inaccurate belief that unity and consensus are signs of organizational health whereas disagreement and dissent should be avoided-explain with self-example.

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Work cited/ Other resourcesBagheri, G., Zarei, R., & Aeen, M. N. (2012). Organizational Silence ( Basic Concepts and Its Development Factors ). Ideal Type of Management, 1, No1, Sp(4), 4758.Bodell, L. (2014, September 1). 11 Non-Traditional Ways To Reward Innovative Employees. Retrieved from http://www.eremedia.com/tlnt/11-non-traditional-ways-to-reward-innovative-employees/Henriksen, K., & Dayton, E. (2006). Organizational Silence and Hidden Threats to Patient Safety. Health Services Research, 41(4p2), 15391554. http://doi.org/10.1111/j.1475-6773.2006.00564.xRobert Bogasian, James, E. S. (2011). Silence is not always consent: employee silence as a barrier to knowledge transfer, (617), 121.[stanfordlawschool]. (2011, Oct 25). Rock Center | From Dangerous Silence to a Culture of Trust. [Video File]. Retrieved from https://www.youtube.com/watch?v=OHLWPnp18HE Clip1 (26:54-27:30) Clip 2 (36:20-37:26)Buffer: http://www.helpscout.net/blog/crisis-management-examplesGoogle: http://www.fastcompany.com/3007369/heres-google-perk-any-company-can-imitate-employee-employee-learning

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