Managing the unwanted truth: a framework for dissent strategy
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 23 October 2007
Abstract
Purpose
Although decision makers and their superiors are obliged to be open to bad news, dissent, warnings, and problem signs, employees are often afraid to speak up. The purpose of this paper is to present a framework for the study of organizational dissent strategy used during the decision‐making phase of organizational change.
Design/methodology/approach
After identifying the components of the frame work, it is illustrated by examining two distinct and challenging dissent experiences. Propositions are set forth for further research.
Findings
It is argued that level of trust and sense of urgency will impel employees to voice opposition using four dissent strategies: organizational silence, organizational rumbling, organizational communication, and/or organizational blasting.
Originality/value
The paper is of value by showing that decision makers should be better equipped to identify and manage dissent strategies before they cause harm within their organizations.
Keywords
Citation
Cox Edmondson, V. and Munchus, G. (2007), "Managing the unwanted truth: a framework for dissent strategy", Journal of Organizational Change Management, Vol. 20 No. 6, pp. 747-760. https://doi.org/10.1108/09534810710830993
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited