{"id":1175,"date":"2025-05-07T15:42:30","date_gmt":"2025-05-07T15:42:30","guid":{"rendered":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/?post_type=chapter&#038;p=1175"},"modified":"2025-07-16T21:56:31","modified_gmt":"2025-07-16T21:56:31","slug":"upward-communication","status":"publish","type":"chapter","link":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/chapter\/upward-communication\/","title":{"raw":"Upward Communication","rendered":"Upward Communication"},"content":{"raw":"<div class=\"textbox textbox--learning-objectives\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Learning Objectives<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nBy the end of this section, you should be able to:\r\n<ul>\r\n \t<li>Be able to explain the four functions of upward communication.<\/li>\r\n \t<li>Understand the typology of upward communication.<\/li>\r\n \t<li>Explain the importance of employee silence and organizational dissent.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<\/div>\r\n<p class=\"\" data-start=\"126\" data-end=\"446\">While it\u2019s common to think of communication in the workplace as flowing from the top down, the messages that travel <em data-start=\"242\" data-end=\"250\">upward, <\/em>from employees to managers and executives, are just as essential. Upward communication includes everything from sharing feedback and reporting problems to suggesting new ideas or raising concerns. This section unpacks the four key functions of upward communication and explores how it shapes decision-making, innovation, and organizational trust. We\u2019ll also look at why employees sometimes choose silence over speaking up, and what happens when that silence turns into dissent. Understanding this communication flow helps leaders and team members create healthier, more responsive work environments.<\/p>\r\n\r\n<h2>Upward Communication<\/h2>\r\n<strong>[pb_glossary id=\"2054\"]Upward communication[\/pb_glossary]<\/strong> consists of messages that start at the bottom of the hierarchy and are transmitted up the hierarchy to the highest rungs. Upward communication can be considered a bottom-up approach to organizational communication. Randy Hirokawa (1979) noted that upward communication serves four essential functions in the modern organization:\r\n<div class=\"textbox shaded\">\r\n<ol>\r\n \t<li><span style=\"text-align: initial; font-size: 1em;\">Upward communication enables management to assess the effectiveness of previously relayed downward communication. <\/span><\/li>\r\n \t<li><span style=\"text-align: initial; font-size: 1em;\">Upward communication empowers individuals at the bottom of the hierarchy to have a voice in shaping policies and procedures. Hirokawa (1979) clarifies, \u201cPerhaps even more importantly, upward communication, because it allows subordinates to participate in the decision-making process, also facilitates the acceptance of those decisions which they had a part in making\u201d (p. 86).\u00a0 <\/span><\/li>\r\n \t<li><span style=\"text-align: initial; font-size: 1em;\">Upward communication enables subordinates to express their suggestions and opinions, thereby improving the working environment. As Elton Mayo (1933) discovered during the employee interview program as part of the Hawthorne Works Studies, employees have much to say about their working conditions and how to improve the organization's efficiency. Furthermore, simply asking employees for their suggestions and opinions has been shown to increase job satisfaction. <\/span><\/li>\r\n \t<li><span style=\"text-align: initial; font-size: 1em;\">Lastly, upward communication enables management to assess how employees respond to new policies and procedures. Before implementing radical changes within an organization, management typically uses focus groups of subordinates to gauge their reactions to impending changes. These reactions can then inform the communicative messages about the changes to the entire organization.<\/span><\/li>\r\n<\/ol>\r\n<\/div>\r\nAs a side note, we must stress the importance of research examining sex differences in upward communication (Stewart, Stewart, Friedley, &amp; Cooper, 1996). The researchers noted that females who provide more upward communication are more likely to advance and be promoted than those who do not. In a world where women are still underrepresented in many organizations, mastering upward communication can be crucial for female workers. Now that we\u2019ve examined some of the basic reasons for upward communication in organizations, we will explore the types of upward communication, problems associated with upward communication, and effective methods for upward communication.\r\n<h2>Types of Upward Communication<\/h2>\r\n<p class=\"\" data-start=\"283\" data-end=\"687\">Employees communicate upward in an organization in various ways, but one of the most widely used frameworks is that of Katz and Kahn (1966). They identified four main types of upward communication based on the message sent. Later, Tourish and Robson (2006) added a fifth type, focused on critical feedback, which is essential for keeping organizations accountable and responsive.<\/p>\r\n<p class=\"\" data-start=\"689\" data-end=\"739\">Let\u2019s break these five types down in simple terms:<\/p>\r\n\r\n<h3 class=\"\" data-start=\"741\" data-end=\"792\">1. Information About Yourself (the Subordinate)<\/h3>\r\n<p class=\"\" data-start=\"794\" data-end=\"1103\">This includes both <strong data-start=\"813\" data-end=\"825\">[pb_glossary id=\"2056\"]personal[\/pb_glossary]<\/strong> and <strong data-start=\"830\" data-end=\"846\">[pb_glossary id=\"2057\"]professional[\/pb_glossary]<\/strong> information. You might share personal updates with your supervisor to build rapport, like discussing your family, health, or outside interests. You might also share professional information about your performance or work challenges. Example: Maybe you\u2019ve been doing well and want to let your supervisor know about your success on a recent project. Or maybe you\u2019re falling behind on a task and need to ask for help or an extension. Either way, this type of communication helps your supervisor understand your needs, progress, and limits.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"1421\" data-end=\"1476\">2. Information About Coworkers and Their Challenges<\/h3>\r\n<p class=\"\" data-start=\"1478\" data-end=\"1801\">Sometimes, employees notice things their supervisors don\u2019t, especially regarding team dynamics or coworkers struggling. Because supervisors often juggle many responsibilities, they can\u2019t track every issue. That\u2019s why they rely on employees to speak up if something important happens. Example: You may notice a coworker consistently missing deadlines or behaving differently. Communicating this to supervisors can help them step in before the situation worsens. Of course, this should be done professionally, not as gossip, but as a way to support the team and address problems early.<\/p>\r\n\r\n<div class=\"textbox textbox--examples\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Intoxicated Medical Intern Example<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nOne of our coauthors worked for a medical school overseeing medical students, interns, residents, and teaching faculty. One of the medical interns was showing up to work intoxicated. Our coauthor discovered this only when a teaching faculty member called to report the problem. While it was our coauthor\u2019s job to oversee situations like these, if our coauthor had never been informed of a problem, the issue would have persisted. It could have led to serious consequences both medically and legally.\r\n\r\n<\/div>\r\n<\/div>\r\n<h3 class=\"\" data-start=\"220\" data-end=\"283\">3. Information About Organizational Policies and Procedures<\/h3>\r\n<p class=\"\" data-start=\"285\" data-end=\"424\">This type of upward communication involves employees providing feedback about an organization's rules, policies, or systems. For example, if your company has a confusing or inefficient time-tracking system, and\u00a0employees constantly lose time or make errors because of it, sharing that feedback with a supervisor can lead to changes that improve the workflow for everyone.<\/p>\r\n<p class=\"\" data-start=\"691\" data-end=\"933\">This communication is essential because policies don\u2019t always work as intended in real-life situations. Employees use the systems every day, so they\u2019re in the best position to speak up when something\u2019s not working well.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"940\" data-end=\"973\">4. Information About the Task<\/h3>\r\n<p class=\"\" data-start=\"975\" data-end=\"1139\">Here, the focus is on specific tasks or job-related duties. This may include updates, questions, progress reports, or concerns about the work's progress. Example: Imagine you\u2019re assigned to complete a job but are missing critical materials, or a customer\u2019s expectations have changed mid-project. Communicating this to your supervisor promptly helps them adjust expectations, provide support, or resolve the issue before it escalates.<\/p>\r\n<p class=\"\" data-start=\"1432\" data-end=\"1556\">Keeping the lines open about what\u2019s happening on the job helps supervisors manage resources, deadlines, and quality control.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"1563\" data-end=\"1624\">5. Critical Upward Communication (Tourish &amp; Robson, 2006)<\/h3>\r\n<p class=\"\" data-start=\"1626\" data-end=\"1835\">The fifth category, added later, is when employees share <strong data-start=\"1681\" data-end=\"1736\">[pb_glossary id=\"2058\"]criticism or concerns about the organization[\/pb_glossary]<\/strong>. This can include disagreement with leadership decisions, company direction, or workplace culture. Example: Maybe you notice a safety policy that seems outdated or unfair. Or perhaps decisions are being made without input from the people affected. Speaking up in these cases takes courage, especially when there\u2019s a risk of backlash\u2014but it\u2019s essential for maintaining workplaces that are ethical, efficient, and fair. Critical upward communication helps organizations grow and avoid problems. However, employees often hesitate to voice criticism out of fear of being seen as difficult. Leaders must create an environment where feedback is welcomed, not punished.<\/p>\r\n\r\n<div class=\"textbox textbox--examples\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">The Power of a Whistleblower<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nIn the short video below, learn about the whistleblower who exposed the company Theranos. Theranos claimed to be able to run extensive medical tests with a small amount of blood drawn from a patient. However, the company used fake data and results to sell a product that did not work. Without the help of a whistleblower, this case may have never come to light.\r\n\r\n[embed]https:\/\/youtu.be\/fu42enVXLWQ?si=nB7Th5zuKaLb04ri[\/embed]\r\n\r\n&nbsp;\r\n\r\n<\/div>\r\n<\/div>\r\n<h2>Employee Silence<\/h2>\r\n<p class=\"\" data-start=\"216\" data-end=\"419\">When we think about communication in the workplace, we typically focus on verbal interactions, meetings, emails, and feedback. However, silence is also a form of communication, and it can convey just as powerful a message. Richard Johannesen (1974) was one of the first scholars to note that silence plays a crucial role in human communication. Later, researchers Elizabeth Morrison and Frances Milliken (2000) explored how silence works specifically in the workplace. <span style=\"font-size: 1em;\">They defined\u00a0<\/span><strong style=\"font-size: 1em;\">[pb_glossary id=\"2059\"]employee silence[\/pb_glossary]<\/strong><span style=\"font-size: 1em;\"> as situations where employees withhold ideas, concerns, or feedback, on purpose or without fully realizing it, even though that information might be helpful to their supervisors or organization.<\/span><\/p>\r\n<p class=\"\" data-start=\"910\" data-end=\"1063\">Why do employees stay silent? According to Morrison and Milliken, one key reason is the behavior of managers. They found that silence often results from:<\/p>\r\n\r\n<ol data-start=\"1064\" data-end=\"1215\">\r\n \t<li class=\"\" data-start=\"1064\" data-end=\"1115\">\r\n<p class=\"\" data-start=\"1067\" data-end=\"1115\">A manager\u2019s fear of negative feedback, and<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1116\" data-end=\"1215\">\r\n<p class=\"\" data-start=\"1119\" data-end=\"1215\">A set of unspoken beliefs about how things \u201cshould\u201d work in the organization (2000, p. 705).<\/p>\r\n<\/li>\r\n<\/ol>\r\n<p class=\"\" data-start=\"1217\" data-end=\"1505\">Here\u2019s a simple example: Imagine you\u2019re working in a pizza shop and you suggest to your manager that rearranging the ingredient layout could speed up the process. If the manager shuts you down, ignores your input, or gives you a dirty look, are you likely to speak up again? Probably not.<\/p>\r\n\r\n<h2 data-start=\"1512\" data-end=\"1547\">Three Types of Employee Silence<\/h2>\r\n<p class=\"\" data-start=\"1549\" data-end=\"1631\">Van Dyne, Ang, and Botero (2003) identified three common types of silence at work:<\/p>\r\n\r\n<ul data-start=\"1633\" data-end=\"2282\">\r\n \t<li class=\"\" data-start=\"1633\" data-end=\"1823\">\r\n<p class=\"\" data-start=\"1635\" data-end=\"1823\"><strong data-start=\"1635\" data-end=\"1658\">[pb_glossary id=\"2060\"]Acquiescent Silence[\/pb_glossary]<\/strong>: This happens when employees have given up. They feel like nothing they say will matter, so they stop offering suggestions. It\u2019s a sign of disengagement or burnout.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1825\" data-end=\"2005\">\r\n<p class=\"\" data-start=\"1827\" data-end=\"2005\"><strong data-start=\"1827\" data-end=\"1848\">[pb_glossary id=\"2061\"]Defensive Silence[\/pb_glossary]<\/strong>: This is about self-protection. Employees stay quiet because they fear speaking up could lead to retaliation, criticism, or damaged relationships.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"2007\" data-end=\"2282\">\r\n<p class=\"\" data-start=\"2009\" data-end=\"2282\"><strong data-start=\"2009\" data-end=\"2030\">[pb_glossary id=\"2062\"]Prosocial Silence[\/pb_glossary]<\/strong>: This type might seem more positive. It\u2019s when employees hold back information to protect others, maintain harmony, or avoid unnecessary conflict. In some cases, people also remain quiet to protect the company, for example, by not disclosing proprietary information.<\/p>\r\n<\/li>\r\n<\/ul>\r\n<h2 data-start=\"2289\" data-end=\"2330\">What Happens When People Stay Silent?<\/h2>\r\n<p class=\"\" data-start=\"2332\" data-end=\"2460\">Silence might seem safer, but research shows it can have significant downsides for individuals and organizations. In one study, Tangirala and Ramanujam (2008) found that employees who felt silenced also perceived their workplace as unfair. They were less connected to their organization and less committed to their jobs. Another study by Jason Wrench (2012) found that acquiescent and defensive silence were linked to lower motivation and job satisfaction. Conversely, prosocial silence was related to higher motivation and satisfaction, likely because the silence came from a place of care rather than fear or frustration. These findings show that how and why employees stay silent matter. Silence can signal a problem in the workplace culture, and if it becomes a habit, it can damage morale, trust, and productivity. Creating a work environment where employees feel safe, heard, and respected is key to breaking the silence and building better communication.<\/p>\r\n\r\n<div class=\"textbox textbox--examples\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Myths about Employee Silence<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nWhile employee silence has received a lot of traction in academic circles since 2000, there are several myths about employee silence that have developed (Detert, Burris, &amp; Harrison, 2010):\r\n<ol>\r\n \t<li><strong>Myth:<\/strong> \u201cWomen and nonprofessional employees withhold more information than men and professional staffers because they are more concerned about consequences or more likely to see speaking up as futile.\u201d <strong>Reality:<\/strong> Research has found no evidence to support any of these claims. The studies that have examined gender differences have turned up no evidence to support that women and men utilize silence in the workplace to differing degrees. Furthermore, neither education nor income is a good predictor of who will be silent.<\/li>\r\n \t<li><strong>Myth:<\/strong> \u201cIf my employees talk openly to me, they\u2019re not holding back.\u201d <strong>Reality:<\/strong> Research has found that 42% of people admit to purposefully withholding information when there is nothing to gain or something to lose by divulging that information (Detert, Burris, &amp; Harrsion, 2010). As such, people may be talking, but they may not be giving management a complete picture.<\/li>\r\n \t<li><strong>Myth:<\/strong> \u201cIf employees aren\u2019t speaking up, it\u2019s because they don\u2019t feel safe doing so, despite all my efforts.\u201d While many employees will remain silent out of fear, 25% of employees withhold information to avoid wasting time (Detert, Burris, &amp; Harrsion, 2010). Unfortunately, when employees decide what is useful or non-useful information, those decisions may not be thoroughly informed or accurate.<\/li>\r\n \t<li><strong>Myth:<\/strong> \u201cThe only issues employees are scared to raise involve serious allegations about illegal or unethical activities.\u201d\u00a0<strong>Reality:<\/strong> Whistleblowing, the act of disclosing an illegal or unethical activity, can make people a little anxious. However, 20% of employees admit that \u201cfear of consequences has led them to withhold suggestions for addressing ordinary problems and improving. Such silence on day-to-day issues keeps managers from getting information they need to prevent bigger problems\u201d (Detert, Burris, &amp; Harrsion, 2010, p. 26).<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\nEmployee silence is a stifling behavior that negatively affects workplace communication and interaction. Let\u2019s focus on the other end of the communication spectrum and discuss how employees articulate dissent.\r\n<h2>Organizational Dissent<\/h2>\r\n<p class=\"\" data-start=\"185\" data-end=\"388\">Communication isn\u2019t always about agreement. Sometimes, employees must speak up about something they believe is wrong, unfair, or not working. This is known as <strong data-start=\"361\" data-end=\"387\">[pb_glossary id=\"2064\"]organizational dissent[\/pb_glossary]<\/strong>. Communication scholar Jeffrey Kassing (1997) described organizational dissent as a two-part process:<\/p>\r\n\r\n<ol data-start=\"491\" data-end=\"681\">\r\n \t<li class=\"\" data-start=\"491\" data-end=\"613\">\r\n<p class=\"\" data-start=\"494\" data-end=\"613\">An employee feels disconnected from something about their organization (like its values, decisions, or behavior), and<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"614\" data-end=\"681\">\r\n<p class=\"\" data-start=\"617\" data-end=\"681\">The employee expresses disagreement or concern about that issue.<\/p>\r\n<\/li>\r\n<\/ol>\r\n<p class=\"\" data-start=\"683\" data-end=\"1043\">Kassing later defined dissent as a specific type of <strong data-start=\"735\" data-end=\"753\">[pb_glossary id=\"2065\"]employee voice[\/pb_glossary], <\/strong>where a worker shares opinions that challenge the status quo in the workplace (Kassing, 1998). This is similar to what Tourish and Robson (2006)\u00a0<span style=\"margin: 0px; padding: 0px;\">referred to as\u00a0<strong>[pb_glossary id=\"2066\"]critical upward communication[\/pb_glossary],\u00a0<\/strong>which occurs when feedback flows from employees to supervisors, particularly<\/span>\u00a0when that feedback involves critique. While the right to speak freely is a core value in American culture, things get more complicated in the workplace. Employees must weigh the risks of speaking up. Will they be taken seriously or seen as troublemakers? Will they help improve the situation, or face pushback for challenging authority? Kassing (1998) explained that people think carefully about how they\u2019ll be perceived before speaking out and whether the potential benefits of dissent outweigh the risks.<\/p>\r\n<p class=\"\" data-start=\"1517\" data-end=\"1609\">In his later work, Kassing (2011) identified three main types of organizational dissent:<\/p>\r\n\r\n<ul data-start=\"1611\" data-end=\"1928\">\r\n \t<li class=\"\" data-start=\"1611\" data-end=\"1727\">\r\n<p class=\"\" data-start=\"1613\" data-end=\"1727\"><strong data-start=\"1613\" data-end=\"1648\">[pb_glossary id=\"2067\"]Articulated (or Upward) Dissent[\/pb_glossary]<\/strong>: Shared directly with someone in a position of authority, like a supervisor.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1728\" data-end=\"1823\">\r\n<p class=\"\" data-start=\"1730\" data-end=\"1823\"><strong data-start=\"1730\" data-end=\"1761\">[pb_glossary id=\"2068\"]Latent (or Lateral) Dissent[\/pb_glossary]<\/strong>: Shared informally with coworkers, but not with leadership.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1824\" data-end=\"1928\">\r\n<p class=\"\" data-start=\"1826\" data-end=\"1928\"><strong data-start=\"1826\" data-end=\"1847\">[pb_glossary id=\"2069\"]Displaced Dissent[\/pb_glossary]<\/strong>: Shared outside the organization, such as venting to friends or family.<\/p>\r\n<\/li>\r\n<\/ul>\r\n<p class=\"\" data-start=\"1930\" data-end=\"2168\">These different forms of dissent reveal the complexity of workplace communication, especially when power dynamics are involved. Sometimes, people speak up openly. Other times, they express their frustration in less direct or private ways.<\/p>\r\n\r\n<div class=\"textbox textbox--exercises\"><header class=\"textbox__header\">\r\n<h4>Organizational Dissent Scale<\/h4>\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nRead the following questions and select the answer corresponding to how you communicate in your workplace. Do not be concerned if some of the items appear similar. Please use the scale below to rate the degree to which each statement applies to you:\r\n<table class=\"grid\">\r\n<tbody>\r\n<tr>\r\n<td>Strongly Disagree<\/td>\r\n<td>Disagree<\/td>\r\n<td>Neutral<\/td>\r\n<td>Agree<\/td>\r\n<td>Strongly Agree<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>1<\/td>\r\n<td>2<\/td>\r\n<td>3<\/td>\r\n<td>4<\/td>\r\n<td>5<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n<ol>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I am hesitant to raise questions or express contradictory opinions within my organization.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I speak with my supervisor or management when I have questions about workplace decisions.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I suggest correcting inefficiency in my organization to management or my supervisor.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I do not express my disagreement with management.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I tell management when I believe employees are being mistreated.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I bring my criticism about organizational changes that aren\u2019t working to my supervisor or someone in management.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I don\u2019t tell my supervisor when I disagree with workplace decisions.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I\u2019m hesitant to question workplace policies.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I do not question management.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I complain about things in my organization with other employees.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I join in when other employees complain about organizational changes.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I openly share my criticism of this organization.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I hardly ever complain to my coworkers about workplace problems.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I let other employees know how I feel about the way things are done here.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I refrain from criticizing my organization in front of other employees.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I criticize inefficiency in this organization in front of everyone.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I ensure that everyone is aware when I\u2019m dissatisfied with work policies.<\/li>\r\n \t<li>\u00a0 \u00a0 \u00a0\u00a0I speak freely with my coworkers about troubling workplace issues.<\/li>\r\n<\/ol>\r\nSCORING: To compute your scores, follow the instructions below:\r\n<ul>\r\n \t<li>Articulated Dissent\r\n<ul>\r\n \t<li>Step One: Add scores for items 2, 3, 5, &amp; 6<\/li>\r\n \t<li>Step Two: Add scores for items 1, 4, 7, 8, &amp; 9<\/li>\r\n \t<li>Step Three: Add 30 to the result of Step One.<\/li>\r\n \t<li>Step Four: Subtract the score for Step Two from the score for Step Three.<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>Latent Dissent\r\n<ul>\r\n \t<li>Step One: Add scores for items 10, 11, 12, 14, 15, 17, &amp; 18<\/li>\r\n \t<li>Step Two: Add scores for items 13 &amp; 15<\/li>\r\n \t<li>Step Three: Add 12 to the result of Step Two.<\/li>\r\n \t<li>Step Four: Subtract the score for Step Two from the score for Step Three.<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ul>\r\n<h5>Interpreting Your Score<\/h5>\r\nFor articulated dissent, scores should be between 9 and 45. If your score is above 32, you are considered to engage in high amounts of articulated dissent. If your score is below 32, you\u2019re deemed to engage in minimal quantities of articulated dissent.\r\n\r\nFor latent dissent, scores should be between 9 and 45. If your score is above 25, you are considered to engage in high amounts of latent dissent. If your score is below 25, you\u2019re deemed to engage in minimal quantities of latent dissent (Kassing, 2000).\r\n\r\n<\/div>\r\n<\/div>\r\n<strong>[pb_glossary id=\"2070\"]Articulated\/upward dissent[\/pb_glossary]\u00a0<\/strong>\u201cinvolves expressing dissent within organizations to audiences that can effectively influence organizational adjustment. It occurs when employees believe they will be perceived as constructive and that their dissent will not lead to retaliation\u201d (Kassing, 1998, pp. 191-192).\u00a0 Kassing (2002) further noted that there are five types of dissent strategies subordinates can employ: direct-factual appeal, solution presentation, repetition, circumvention, and threatening resignation.\r\n\r\nThe first articulated dissent strategy is direct-factual appeal, when \u201cpeople provide factual information based on their own work experience and their understanding of company policies and practices when they express their disagreement to their supervisors\u201d (Kassing, 2005, p. 233). The second articulated dissent strategy is solution presentation, when a subordinate offers a solution to a workplace problem while raising concerns about the problem itself. The third articulated dissent strategy is repetition, or when a subordinate raises the same issue repeatedly. The idea behind repetition is that if a problem is brought up repeatedly, the supervisor may eventually be more inclined to take action.\r\n\r\nThe fourth articulated dissent strategy is circumvention, when a subordinate bypasses their immediate supervisor and goes directly to someone higher up the hierarchy to get some action taken. While circumventing one\u2019s immediate supervisor can be very dangerous, there are times when it is necessary. For example, many organizations have procedures for reporting sexual harassment. The most common first step in sexual harassment procedures is to report any harassing behavior to your immediate supervisor, but what if your immediate supervisor is the one harassing you? Many organizations recognize that supervisor harassment can be a problem, so they designate a person within the organization as the \u201cgo-to\u201d person for incidents of harassment. In these cases, individuals lower in the hierarchy can circumvent their supervisors and report the harassment to someone higher up.\r\n\r\nThe last articulated dissent strategy is to threaten resignation. This strategy is simple: do what I want or quit. Of course, this strategy is only effective if the dissenting is ready to resign. Never use a threatening resignation as a bluffing tactic because your supervisor may decide to call your bluff.\r\n\r\nThe second type of organizational dissent,\u00a0<strong>[pb_glossary id=\"2071\"]latent\/lateral dissent[\/pb_glossary]<\/strong>, consists of communicative behaviors \u201cthat involve complaining to coworkers and voicing criticism openly within organizations\u201d (Kassing, 1998, p. 211).\u00a0 Kassing (1998) labeled this form of dissent \u201clatent dissent\u201d because the term \u201csuggests that dissent readily exists but is not always observable and that dissent becomes observable when certain conditions exist (i.e., when frustration mounts)\u201d (p. 211). This form of organizational dissent is a form of horizontal or lateral organizational communication, which will be discussed later in the next section.\r\n<div class=\"textbox textbox--exercises\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Current Research<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n<p class=\"\" data-start=\"275\" data-end=\"841\">Kassing (2000) examined how the quality of the relationship between a supervisor and their employee influences how that employee expresses disagreement or concern, a concept known as [pb_glossary id=\"2072\"]<strong>organizational dissent<\/strong>[\/pb_glossary]. The study found that employees with strong, respectful relationships with their supervisors are likelier to express dissent openly and constructively (articulated dissent). In contrast, employees with poor supervisor relationships tend to hold back or express their concerns less directly (latent dissent).<\/p>\r\n<p class=\"\" data-start=\"843\" data-end=\"1368\">Further research by Wrench (2012) examined the relationship between different types of employee silence and organizational dissent. Acquiescent silence (staying quiet because you feel your voice doesn\u2019t matter) and defensive silence (staying silent out of fear) were linked to more latent dissent and less open communication. On the other hand, prosocial silence (choosing not to speak up to protect someone or maintain harmony) was linked to higher levels of articulated dissent and lower levels of hidden dissent.<\/p>\r\n<p class=\"\" data-start=\"1370\" data-end=\"1543\">This research reveals how employees utilize silence and how safe they feel when speaking up, which is significant in understanding how dissent is communicated in the workplace.<\/p>\r\n\r\n<\/div>\r\n<\/div>\r\nThe final type of dissent is\u00a0<span style=\"margin: 0px; padding: 0px;\">displaced dissent, which occurs when employees feel it could be harmful, so they express dissent to friends and family outside the organization's boundaries<\/span>. And occurs outside of the confines of the organization itself. When an employee feels that dissent in the workplace could be harmful, they will often express their dissent to friends and family members. Ultimately, whether an individual decides to express dissent within the organization (upward or laterally) depends on how they view the risks of doing so. If someone fears retaliation, bullying, or ostracism for dissenting, they will be less likely to engage in dissent within the workplace (Waldron &amp; Kassing, 2011).\r\n<h2 class=\"p1\">Problems with Upward Communication<\/h2>\r\n<p class=\"\" data-start=\"202\" data-end=\"714\"><span style=\"font-size: 1em;\">Researchers have identified\u00a0<\/span><span style=\"margin: 0px; padding: 0px;\"><span style=\"font-size: 1em;\">several significant challenges with\u00a0<\/span>upward communication, specifically<\/span>\u00a0<span style=\"font-size: 1em;\">when employees communicate with their supervisors or managers.<\/span> One of the most important issues is <strong data-start=\"383\" data-end=\"397\">[pb_glossary id=\"2073\"]distortion[\/pb_glossary]<\/strong>, which means the message that reaches the boss isn\u2019t always the whole or honest truth. Randy Hirokawa (1979) noted that employees often modify, soften, or filter their statements when speaking to someone higher up. This can leave supervisors with an incomplete or inaccurate understanding of what\u2019s happening. Milliken, Morrison, and Hewlin's (2003) study found that <em>85% of people have stayed silent about a work issue<\/em> even when they believed it was important. That silence might be caused by fear, frustration, or the belief that speaking up wouldn\u2019t make a difference. One of the first researchers to study this phenomenon was Glen Mellinger (1956), who found that when someone doesn\u2019t trust their supervisor, they often conceal their feelings. They might act overly agreeable, avoid the topic, or even become aggressive. As Fredric Jablin later explained, this leads supervisors to guess what their employees think, resulting in confusion and poor decision-making (Jablin, 1979).<\/p>\r\n<p class=\"\" data-start=\"1394\" data-end=\"1490\">There are three main reasons why upward communication can break down (Roberts &amp; O\u2019Reilly, 1974):<\/p>\r\n\r\n<ol data-start=\"1492\" data-end=\"2150\">\r\n \t<li class=\"\" data-start=\"1492\" data-end=\"1642\">\r\n<p class=\"\" data-start=\"1495\" data-end=\"1642\"><strong>[pb_glossary id=\"2075\"]Lack of Trust[\/pb_glossary]<\/strong> \u2013 Employees who don\u2019t trust their supervisor tend to withhold information or only say what\u2019s necessary.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1644\" data-end=\"1916\">\r\n<p class=\"\" data-start=\"1647\" data-end=\"1916\"><strong>[pb_glossary id=\"2076\"]Supervisor Influence[\/pb_glossary]<\/strong> \u2013 When employees believe their boss controls their future (raises, promotions, job security), some will try to build trust by being open. In contrast, others will stay quiet to avoid rocking the boat. Both approaches can distort communication.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1918\" data-end=\"2150\">\r\n<p class=\"\" data-start=\"1921\" data-end=\"2150\"><strong>[pb_glossary id=\"2078\"]Mobility[\/pb_glossary]<\/strong> \u2013 An employee who wants to climb the ladder may communicate differently than someone who doesn\u2019t. Some may speak up to get noticed, while others may play it safe and only say what they think their boss wants to hear.<\/p>\r\n<\/li>\r\n<\/ol>\r\n<p class=\"\" data-start=\"2152\" data-end=\"2314\">In all these cases, the result is the same: leaders aren\u2019t getting the whole picture, which can lead to poor decisions, missed problems, and workplace tension.<\/p>\r\n\r\n<div class=\"textbox shaded\">In one study, the researchers examined four different organizations to see how trust, influence, and mobility affected the quantity of upward communication (Roberts &amp; O\u2019Reilly, 1974). They found that trust and influence were positively related to the amount of upward communication, and mobility did not significantly impact the quantity of upward communication. This study was later replicated, yielding the same results (Blalack, 1986). In essence, people who trust their supervisors and perceive their supervisors as influencing their careers engage in more upward communication.<\/div>\r\n<h2>Effective Methods for Upward Communication<\/h2>\r\n<p class=\"\" data-start=\"190\" data-end=\"487\">While there\u2019s no one-size-fits-all solution for improving upward communication in the workplace, researchers have identified four practices that can make a significant difference: building trust, utilizing multiple methods, demonstrating that feedback matters, and reducing<strong data-start=\"366\" data-end=\"452\">\u00a0barriers<\/strong> between supervisors and employees.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"489\" data-end=\"507\">1. Build Trust<\/h3>\r\n<p class=\"\" data-start=\"509\" data-end=\"899\">The most important way to improve upward communication is to create\u00a0<span style=\"margin: 0px; padding: 0px;\">trust-based relationships<\/span>. When employees trust their supervisor, they are more likely to speak up honestly. Trust doesn\u2019t happen overnight; it takes time and consistency. However, without it, upward communication tends to break down, and employees often stay silent even when something important needs to be said.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"901\" data-end=\"934\">2. Use More Than One Strategy<\/h3>\r\n<p class=\"\" data-start=\"936\" data-end=\"1049\">Randy Hirokawa (1979) suggested that supervisors use multiple tools to gather feedback from employees, including:<\/p>\r\n\r\n<ul data-start=\"1050\" data-end=\"1205\">\r\n \t<li class=\"\" data-start=\"1050\" data-end=\"1070\">\r\n<p class=\"\" data-start=\"1052\" data-end=\"1070\">Regular meetings<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1071\" data-end=\"1094\">\r\n<p class=\"\" data-start=\"1073\" data-end=\"1094\">Performance reviews<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1095\" data-end=\"1115\">\r\n<p class=\"\" data-start=\"1097\" data-end=\"1115\">Attitude surveys<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1116\" data-end=\"1139\">\r\n<p class=\"\" data-start=\"1118\" data-end=\"1139\">Suggestion programs<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1140\" data-end=\"1164\">\r\n<p class=\"\" data-start=\"1142\" data-end=\"1164\">Grievance procedures<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1165\" data-end=\"1187\">\r\n<p class=\"\" data-start=\"1167\" data-end=\"1187\">Open-door policies<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"1188\" data-end=\"1205\">\r\n<p class=\"\" data-start=\"1190\" data-end=\"1205\">Exit interviews<\/p>\r\n<\/li>\r\n<\/ul>\r\n<p class=\"\" data-start=\"1207\" data-end=\"1422\">Each can be helpful, but not every tool works equally well in every situation. A manager needs to think carefully about which methods will be most effective for the type of information they want to receive.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"1424\" data-end=\"1457\">3. Show That Feedback Matters<\/h3>\r\n<p class=\"\" data-start=\"1459\" data-end=\"2095\">One of the quickest ways to shut down communication is to ignore employee input. If workers share ideas and never hear back or see no changes, they may stop speaking up. That doesn\u2019t mean every suggestion can or should be implemented. However, managers should acknowledge all feedback and explain decisions when ideas aren\u2019t used. For example, a company with a suggestion box could include a \u201csuggestion response\u201d section in the company newsletter. If an idea does get implemented, recognize the employee who submitted it. That kind of follow-through builds trust and encourages more upward communication in the future.<\/p>\r\n\r\n<h3 class=\"\" data-start=\"2097\" data-end=\"2146\">4. Reduce Physical and Psychological Barriers<\/h3>\r\n<p class=\"\" data-start=\"2148\" data-end=\"2700\">Hirokawa (1981) also found that physical distance between managers and employees can limit communication. In many Japanese workplaces, managers regularly spend time on the shop floor talking to employees, and this face-to-face interaction fosters trust and enhances communication. In the U.S., a similar concept called <strong data-start=\"2469\" data-end=\"2508\">[pb_glossary id=\"2079\"]Management by Walking Around (MBWA)[\/pb_glossary]<\/strong> was made popular by Bill Hewlett and David Packard back in the 1940s. The idea is simple: leaders should regularly leave their offices to talk with employees, ask questions, and listen.<\/p>\r\n<p class=\"\" data-start=\"2702\" data-end=\"2757\">For MBWA to work, there are three essential conditions:<\/p>\r\n\r\n<ol data-start=\"2758\" data-end=\"3090\">\r\n \t<li class=\"\" data-start=\"2758\" data-end=\"2838\">\r\n<p class=\"\" data-start=\"2761\" data-end=\"2838\">Managers must talk with every employee and be open to honest feedback.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"2839\" data-end=\"2952\">\r\n<p class=\"\" data-start=\"2842\" data-end=\"2952\">Conversations should include casual topics, not just work. A little personal connection can go a long way.<\/p>\r\n<\/li>\r\n \t<li class=\"\" data-start=\"2953\" data-end=\"3090\">\r\n<p class=\"\" data-start=\"2956\" data-end=\"3090\">Avoid criticism during these interactions. Employees will shut down and avoid contact if managers only point out mistakes.<\/p>\r\n<\/li>\r\n<\/ol>\r\n<p class=\"\" data-start=\"3092\" data-end=\"3326\">Too often, managers are overloaded with tasks and don\u2019t have time for regular check-ins. However, consistent, face-to-face interaction is one of the most effective ways to build strong relationships and maintain open communication in both directions.<\/p>\r\n\r\n<div class=\"textbox textbox--key-takeaways\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Key Takeaways<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n<ul>\r\n \t<li>Hirokawa (1979) believed there are four functions of upward communication: (1) allows management to ascertain the success of previously relayed downward communication; (2) allows individuals at the bottom of the hierarchy to have a voice in policies and procedures; (3) allows subordinates to voice suggestions and opinions to make the working environment better; and (4) allows management to test how employees will react to new policies and procedures.<\/li>\r\n \t<li>Katz and Kahn (1966) created a typology for upward communication consisting of four distinct types: (1) information about the subordinate themself, (2) information about coworkers and their problems, (3) information about organizational policies and procedures, and (4) information about the task.<\/li>\r\n \t<li>Tourish and Robson (2006) argued that Katz and Kahn\u2019s (1966) typology for upward communication was incomplete and proposed a fifth category, called critical upward communication. This typology comprises communicative behaviors that are critical of management behavior.<\/li>\r\n \t<li>Two common forms of critical upward communication studied in communication are employee silence(when an employee intentionally or unintentionally withholds information that might be useful to a leader or their organization) and organizational dissent (when an employee expresses their disagreement with management behavior).<\/li>\r\n<\/ul>\r\n<\/div>\r\n<\/div>\r\n<div class=\"textbox textbox--examples\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">References<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\nBlalack, R. O. (1986). The impact of trust and perceived superior influence on upward communication: A further test.\u00a0<em>American Business Review, 3<\/em>, 62\u201366.\r\n\r\nDetert, J. R., Burris, E. R., &amp; Harrison, D. A. (2010). Debunking four myths about employee silence.\u00a0<em>Harvard Business Review, 88,<\/em>\u00a026.\r\n\r\nEdmunds, A., &amp; Morris, A. (2000). The problem of information overload in business organizations: A review of the literature.\u00a0<em>International Journal of Information Management, 20,<\/em>\u00a017\u201328.\r\n\r\nHirokawa, R. Y. (1979). Communication and the managerial function: Some suggestions for improving organizational communication.\u00a0<em>Communication, 8<\/em>, 83\u201395.\r\n\r\nJablin, F. M. (1979). Superior-subordinate communication: The state of the art.\u00a0<em>Psychological Bulletin, 86<\/em>, 1201\u20131222.\r\n\r\nKassing, J. W. (1997). Articulating, antagonizing, and displacing: A model of employee dissent.\u00a0<em>Communication Research, 48<\/em>, 311\u2013332.\r\n\r\nKassing, J. W. (1998). Development and validation of the Organizational Dissent Scale.\u00a0<em>Management Communication Quarterly, 12, 183\u2013229<\/em>, pg. 211.\r\n\r\nKassing, J. W. (2000). Investigating the relationship between superior-subordinate relationship quality and employee dissent.\u00a0<em>Communication Research Reports, 17<\/em>, 58\u201370.\r\n\r\nKassing, J. W. (2002). Speaking up: Identifying employees\u2019 upward dissent strategies.\u00a0<em>Management Communication Quarterly, 16,<\/em>\u00a0187\u2013209.\r\n\r\nKassing, J. W. (2005). Speaking up competently: A comparison of perceived competence in upward dissent strategies.\u00a0<em>Communication Research Reports, 22<\/em>, 227\u2013234, pg. 233.\r\n\r\nKassing, J. W. (2011).\u00a0<em>Key Themes in Organizational Communication Series: Dissent in organizations.<\/em>\u00a0Malden, MA: Polity.\r\n\r\nKatz, D., &amp; Kahn, R. L. (1966).\u00a0<em>The social psychology of organizations<\/em>. New York: John Wiley &amp; Sons.\r\n\r\nMellinger, G. D. (1956). Interpersonal trust as a factor in communication.\u00a0<em>Journal of Abnormal Social Psychology, 52,\u00a0<\/em>304\u2013309.\r\n\r\nMilliken, F., Morrison, E., &amp; Hewlin, P. (2003). An exploratory study of employee silence: Issues that employees don\u2019t communicate upward and why.\u00a0<em>Journal of Management Studies, 40<\/em>, 1453\u20131476.\r\n\r\nMorrison, E., &amp; Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world.\u00a0<em>Academy Of Management Review, 25<\/em>, 706\u2013725. doi:10.5465\/AMR.2000.3707697\r\n\r\nRoberts, K. H., &amp; O\u2019Reilly, C. A., III. (1974). Failures in upward communication in organizations: Three possible culprits.\u00a0<em>Academy of Management Journal, 17<\/em>, 205\u2013215.\r\n\r\nStewart, L. P., Stewart, A. D., Friedley, S. A., &amp; Cooper, P. J. (1996). Communication between the sexes: Sex differences and sex-role stereotypes (2nd ed.). Scottsdale, AZ: Gorsuch Scarisbrick.\r\n\r\nTangirala, S., &amp; Ramanujam, R. (2008). Employee silence on critical work issues: The cross level effects of procedural justice climate.\u00a0<em>Personnel Psychology, 61<\/em>, 37\u201368.\r\n\r\nTourish, D., &amp; Robson, P. (2006). Sensemaking and the distortion of critical upward communication in organizations. Journal of Management Studies, 43, 711\u2013730.\r\n\r\nVan Dyne, L., Ang, S., &amp; Botero, I C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs.\u00a0<em>Journal of Management Studies, 40<\/em>, 1359\u20131392.\r\n\r\nWrench, J. S. (2012). The effect of office politics on employee silence and dissent. Manuscript in Preparation.\r\n\r\n<\/div>\r\n<\/div>\r\n<div class=\"textbox textbox--exercises\"><header class=\"textbox__header\">\r\n<p class=\"textbox__title\">Attribution<\/p>\r\n\r\n<\/header>\r\n<div class=\"textbox__content\">\r\n\r\n<a href=\"https:\/\/open.library.okstate.edu\/orgcomm\" rel=\"cc:attributionURL\">Organizational Communication<\/a>\u00a0Copyright \u00a9 by\u00a0Dr. Sarah Hollingsworth\u00a0is licensed under a\u00a0<a href=\"https:\/\/creativecommons.org\/licenses\/by-nc-sa\/4.0\/\" rel=\"license\">Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License<\/a>, except where otherwise noted.\r\n\r\n<\/div>\r\n<\/div>","rendered":"<div class=\"textbox textbox--learning-objectives\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Learning Objectives<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p>By the end of this section, you should be able to:<\/p>\n<ul>\n<li>Be able to explain the four functions of upward communication.<\/li>\n<li>Understand the typology of upward communication.<\/li>\n<li>Explain the importance of employee silence and organizational dissent.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<p class=\"\" data-start=\"126\" data-end=\"446\">While it\u2019s common to think of communication in the workplace as flowing from the top down, the messages that travel <em data-start=\"242\" data-end=\"250\">upward, <\/em>from employees to managers and executives, are just as essential. Upward communication includes everything from sharing feedback and reporting problems to suggesting new ideas or raising concerns. This section unpacks the four key functions of upward communication and explores how it shapes decision-making, innovation, and organizational trust. We\u2019ll also look at why employees sometimes choose silence over speaking up, and what happens when that silence turns into dissent. Understanding this communication flow helps leaders and team members create healthier, more responsive work environments.<\/p>\n<h2>Upward Communication<\/h2>\n<p><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2054\">Upward communication<\/a><\/strong> consists of messages that start at the bottom of the hierarchy and are transmitted up the hierarchy to the highest rungs. Upward communication can be considered a bottom-up approach to organizational communication. Randy Hirokawa (1979) noted that upward communication serves four essential functions in the modern organization:<\/p>\n<div class=\"textbox shaded\">\n<ol>\n<li><span style=\"text-align: initial; font-size: 1em;\">Upward communication enables management to assess the effectiveness of previously relayed downward communication. <\/span><\/li>\n<li><span style=\"text-align: initial; font-size: 1em;\">Upward communication empowers individuals at the bottom of the hierarchy to have a voice in shaping policies and procedures. Hirokawa (1979) clarifies, \u201cPerhaps even more importantly, upward communication, because it allows subordinates to participate in the decision-making process, also facilitates the acceptance of those decisions which they had a part in making\u201d (p. 86).\u00a0 <\/span><\/li>\n<li><span style=\"text-align: initial; font-size: 1em;\">Upward communication enables subordinates to express their suggestions and opinions, thereby improving the working environment. As Elton Mayo (1933) discovered during the employee interview program as part of the Hawthorne Works Studies, employees have much to say about their working conditions and how to improve the organization&#8217;s efficiency. Furthermore, simply asking employees for their suggestions and opinions has been shown to increase job satisfaction. <\/span><\/li>\n<li><span style=\"text-align: initial; font-size: 1em;\">Lastly, upward communication enables management to assess how employees respond to new policies and procedures. Before implementing radical changes within an organization, management typically uses focus groups of subordinates to gauge their reactions to impending changes. These reactions can then inform the communicative messages about the changes to the entire organization.<\/span><\/li>\n<\/ol>\n<\/div>\n<p>As a side note, we must stress the importance of research examining sex differences in upward communication (Stewart, Stewart, Friedley, &amp; Cooper, 1996). The researchers noted that females who provide more upward communication are more likely to advance and be promoted than those who do not. In a world where women are still underrepresented in many organizations, mastering upward communication can be crucial for female workers. Now that we\u2019ve examined some of the basic reasons for upward communication in organizations, we will explore the types of upward communication, problems associated with upward communication, and effective methods for upward communication.<\/p>\n<h2>Types of Upward Communication<\/h2>\n<p class=\"\" data-start=\"283\" data-end=\"687\">Employees communicate upward in an organization in various ways, but one of the most widely used frameworks is that of Katz and Kahn (1966). They identified four main types of upward communication based on the message sent. Later, Tourish and Robson (2006) added a fifth type, focused on critical feedback, which is essential for keeping organizations accountable and responsive.<\/p>\n<p class=\"\" data-start=\"689\" data-end=\"739\">Let\u2019s break these five types down in simple terms:<\/p>\n<h3 class=\"\" data-start=\"741\" data-end=\"792\">1. Information About Yourself (the Subordinate)<\/h3>\n<p class=\"\" data-start=\"794\" data-end=\"1103\">This includes both <strong data-start=\"813\" data-end=\"825\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2056\">personal<\/a><\/strong> and <strong data-start=\"830\" data-end=\"846\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2057\">professional<\/a><\/strong> information. You might share personal updates with your supervisor to build rapport, like discussing your family, health, or outside interests. You might also share professional information about your performance or work challenges. Example: Maybe you\u2019ve been doing well and want to let your supervisor know about your success on a recent project. Or maybe you\u2019re falling behind on a task and need to ask for help or an extension. Either way, this type of communication helps your supervisor understand your needs, progress, and limits.<\/p>\n<h3 class=\"\" data-start=\"1421\" data-end=\"1476\">2. Information About Coworkers and Their Challenges<\/h3>\n<p class=\"\" data-start=\"1478\" data-end=\"1801\">Sometimes, employees notice things their supervisors don\u2019t, especially regarding team dynamics or coworkers struggling. Because supervisors often juggle many responsibilities, they can\u2019t track every issue. That\u2019s why they rely on employees to speak up if something important happens. Example: You may notice a coworker consistently missing deadlines or behaving differently. Communicating this to supervisors can help them step in before the situation worsens. Of course, this should be done professionally, not as gossip, but as a way to support the team and address problems early.<\/p>\n<div class=\"textbox textbox--examples\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Intoxicated Medical Intern Example<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p>One of our coauthors worked for a medical school overseeing medical students, interns, residents, and teaching faculty. One of the medical interns was showing up to work intoxicated. Our coauthor discovered this only when a teaching faculty member called to report the problem. While it was our coauthor\u2019s job to oversee situations like these, if our coauthor had never been informed of a problem, the issue would have persisted. It could have led to serious consequences both medically and legally.<\/p>\n<\/div>\n<\/div>\n<h3 class=\"\" data-start=\"220\" data-end=\"283\">3. Information About Organizational Policies and Procedures<\/h3>\n<p class=\"\" data-start=\"285\" data-end=\"424\">This type of upward communication involves employees providing feedback about an organization&#8217;s rules, policies, or systems. For example, if your company has a confusing or inefficient time-tracking system, and\u00a0employees constantly lose time or make errors because of it, sharing that feedback with a supervisor can lead to changes that improve the workflow for everyone.<\/p>\n<p class=\"\" data-start=\"691\" data-end=\"933\">This communication is essential because policies don\u2019t always work as intended in real-life situations. Employees use the systems every day, so they\u2019re in the best position to speak up when something\u2019s not working well.<\/p>\n<h3 class=\"\" data-start=\"940\" data-end=\"973\">4. Information About the Task<\/h3>\n<p class=\"\" data-start=\"975\" data-end=\"1139\">Here, the focus is on specific tasks or job-related duties. This may include updates, questions, progress reports, or concerns about the work&#8217;s progress. Example: Imagine you\u2019re assigned to complete a job but are missing critical materials, or a customer\u2019s expectations have changed mid-project. Communicating this to your supervisor promptly helps them adjust expectations, provide support, or resolve the issue before it escalates.<\/p>\n<p class=\"\" data-start=\"1432\" data-end=\"1556\">Keeping the lines open about what\u2019s happening on the job helps supervisors manage resources, deadlines, and quality control.<\/p>\n<h3 class=\"\" data-start=\"1563\" data-end=\"1624\">5. Critical Upward Communication (Tourish &amp; Robson, 2006)<\/h3>\n<p class=\"\" data-start=\"1626\" data-end=\"1835\">The fifth category, added later, is when employees share <strong data-start=\"1681\" data-end=\"1736\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2058\">criticism or concerns about the organization<\/a><\/strong>. This can include disagreement with leadership decisions, company direction, or workplace culture. Example: Maybe you notice a safety policy that seems outdated or unfair. Or perhaps decisions are being made without input from the people affected. Speaking up in these cases takes courage, especially when there\u2019s a risk of backlash\u2014but it\u2019s essential for maintaining workplaces that are ethical, efficient, and fair. Critical upward communication helps organizations grow and avoid problems. However, employees often hesitate to voice criticism out of fear of being seen as difficult. Leaders must create an environment where feedback is welcomed, not punished.<\/p>\n<div class=\"textbox textbox--examples\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">The Power of a Whistleblower<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p>In the short video below, learn about the whistleblower who exposed the company Theranos. Theranos claimed to be able to run extensive medical tests with a small amount of blood drawn from a patient. However, the company used fake data and results to sell a product that did not work. Without the help of a whistleblower, this case may have never come to light.<\/p>\n<p><iframe loading=\"lazy\" id=\"oembed-1\" title=\"How a Theranos whistleblower was betrayed by his family | 60 Minutes Australia\" width=\"500\" height=\"281\" src=\"https:\/\/www.youtube.com\/embed\/fu42enVXLWQ?feature=oembed&#38;rel=0\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n<p>&nbsp;<\/p>\n<\/div>\n<\/div>\n<h2>Employee Silence<\/h2>\n<p class=\"\" data-start=\"216\" data-end=\"419\">When we think about communication in the workplace, we typically focus on verbal interactions, meetings, emails, and feedback. However, silence is also a form of communication, and it can convey just as powerful a message. Richard Johannesen (1974) was one of the first scholars to note that silence plays a crucial role in human communication. Later, researchers Elizabeth Morrison and Frances Milliken (2000) explored how silence works specifically in the workplace. <span style=\"font-size: 1em;\">They defined\u00a0<\/span><strong style=\"font-size: 1em;\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2059\">employee silence<\/a><\/strong><span style=\"font-size: 1em;\"> as situations where employees withhold ideas, concerns, or feedback, on purpose or without fully realizing it, even though that information might be helpful to their supervisors or organization.<\/span><\/p>\n<p class=\"\" data-start=\"910\" data-end=\"1063\">Why do employees stay silent? According to Morrison and Milliken, one key reason is the behavior of managers. They found that silence often results from:<\/p>\n<ol data-start=\"1064\" data-end=\"1215\">\n<li class=\"\" data-start=\"1064\" data-end=\"1115\">\n<p class=\"\" data-start=\"1067\" data-end=\"1115\">A manager\u2019s fear of negative feedback, and<\/p>\n<\/li>\n<li class=\"\" data-start=\"1116\" data-end=\"1215\">\n<p class=\"\" data-start=\"1119\" data-end=\"1215\">A set of unspoken beliefs about how things \u201cshould\u201d work in the organization (2000, p. 705).<\/p>\n<\/li>\n<\/ol>\n<p class=\"\" data-start=\"1217\" data-end=\"1505\">Here\u2019s a simple example: Imagine you\u2019re working in a pizza shop and you suggest to your manager that rearranging the ingredient layout could speed up the process. If the manager shuts you down, ignores your input, or gives you a dirty look, are you likely to speak up again? Probably not.<\/p>\n<h2 data-start=\"1512\" data-end=\"1547\">Three Types of Employee Silence<\/h2>\n<p class=\"\" data-start=\"1549\" data-end=\"1631\">Van Dyne, Ang, and Botero (2003) identified three common types of silence at work:<\/p>\n<ul data-start=\"1633\" data-end=\"2282\">\n<li class=\"\" data-start=\"1633\" data-end=\"1823\">\n<p class=\"\" data-start=\"1635\" data-end=\"1823\"><strong data-start=\"1635\" data-end=\"1658\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2060\">Acquiescent Silence<\/a><\/strong>: This happens when employees have given up. They feel like nothing they say will matter, so they stop offering suggestions. It\u2019s a sign of disengagement or burnout.<\/p>\n<\/li>\n<li class=\"\" data-start=\"1825\" data-end=\"2005\">\n<p class=\"\" data-start=\"1827\" data-end=\"2005\"><strong data-start=\"1827\" data-end=\"1848\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2061\">Defensive Silence<\/a><\/strong>: This is about self-protection. Employees stay quiet because they fear speaking up could lead to retaliation, criticism, or damaged relationships.<\/p>\n<\/li>\n<li class=\"\" data-start=\"2007\" data-end=\"2282\">\n<p class=\"\" data-start=\"2009\" data-end=\"2282\"><strong data-start=\"2009\" data-end=\"2030\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2062\">Prosocial Silence<\/a><\/strong>: This type might seem more positive. It\u2019s when employees hold back information to protect others, maintain harmony, or avoid unnecessary conflict. In some cases, people also remain quiet to protect the company, for example, by not disclosing proprietary information.<\/p>\n<\/li>\n<\/ul>\n<h2 data-start=\"2289\" data-end=\"2330\">What Happens When People Stay Silent?<\/h2>\n<p class=\"\" data-start=\"2332\" data-end=\"2460\">Silence might seem safer, but research shows it can have significant downsides for individuals and organizations. In one study, Tangirala and Ramanujam (2008) found that employees who felt silenced also perceived their workplace as unfair. They were less connected to their organization and less committed to their jobs. Another study by Jason Wrench (2012) found that acquiescent and defensive silence were linked to lower motivation and job satisfaction. Conversely, prosocial silence was related to higher motivation and satisfaction, likely because the silence came from a place of care rather than fear or frustration. These findings show that how and why employees stay silent matter. Silence can signal a problem in the workplace culture, and if it becomes a habit, it can damage morale, trust, and productivity. Creating a work environment where employees feel safe, heard, and respected is key to breaking the silence and building better communication.<\/p>\n<div class=\"textbox textbox--examples\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Myths about Employee Silence<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p>While employee silence has received a lot of traction in academic circles since 2000, there are several myths about employee silence that have developed (Detert, Burris, &amp; Harrison, 2010):<\/p>\n<ol>\n<li><strong>Myth:<\/strong> \u201cWomen and nonprofessional employees withhold more information than men and professional staffers because they are more concerned about consequences or more likely to see speaking up as futile.\u201d <strong>Reality:<\/strong> Research has found no evidence to support any of these claims. The studies that have examined gender differences have turned up no evidence to support that women and men utilize silence in the workplace to differing degrees. Furthermore, neither education nor income is a good predictor of who will be silent.<\/li>\n<li><strong>Myth:<\/strong> \u201cIf my employees talk openly to me, they\u2019re not holding back.\u201d <strong>Reality:<\/strong> Research has found that 42% of people admit to purposefully withholding information when there is nothing to gain or something to lose by divulging that information (Detert, Burris, &amp; Harrsion, 2010). As such, people may be talking, but they may not be giving management a complete picture.<\/li>\n<li><strong>Myth:<\/strong> \u201cIf employees aren\u2019t speaking up, it\u2019s because they don\u2019t feel safe doing so, despite all my efforts.\u201d While many employees will remain silent out of fear, 25% of employees withhold information to avoid wasting time (Detert, Burris, &amp; Harrsion, 2010). Unfortunately, when employees decide what is useful or non-useful information, those decisions may not be thoroughly informed or accurate.<\/li>\n<li><strong>Myth:<\/strong> \u201cThe only issues employees are scared to raise involve serious allegations about illegal or unethical activities.\u201d\u00a0<strong>Reality:<\/strong> Whistleblowing, the act of disclosing an illegal or unethical activity, can make people a little anxious. However, 20% of employees admit that \u201cfear of consequences has led them to withhold suggestions for addressing ordinary problems and improving. Such silence on day-to-day issues keeps managers from getting information they need to prevent bigger problems\u201d (Detert, Burris, &amp; Harrsion, 2010, p. 26).<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p>Employee silence is a stifling behavior that negatively affects workplace communication and interaction. Let\u2019s focus on the other end of the communication spectrum and discuss how employees articulate dissent.<\/p>\n<h2>Organizational Dissent<\/h2>\n<p class=\"\" data-start=\"185\" data-end=\"388\">Communication isn\u2019t always about agreement. Sometimes, employees must speak up about something they believe is wrong, unfair, or not working. This is known as <strong data-start=\"361\" data-end=\"387\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2064\">organizational dissent<\/a><\/strong>. Communication scholar Jeffrey Kassing (1997) described organizational dissent as a two-part process:<\/p>\n<ol data-start=\"491\" data-end=\"681\">\n<li class=\"\" data-start=\"491\" data-end=\"613\">\n<p class=\"\" data-start=\"494\" data-end=\"613\">An employee feels disconnected from something about their organization (like its values, decisions, or behavior), and<\/p>\n<\/li>\n<li class=\"\" data-start=\"614\" data-end=\"681\">\n<p class=\"\" data-start=\"617\" data-end=\"681\">The employee expresses disagreement or concern about that issue.<\/p>\n<\/li>\n<\/ol>\n<p class=\"\" data-start=\"683\" data-end=\"1043\">Kassing later defined dissent as a specific type of <strong data-start=\"735\" data-end=\"753\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2065\">employee voice<\/a>, <\/strong>where a worker shares opinions that challenge the status quo in the workplace (Kassing, 1998). This is similar to what Tourish and Robson (2006)\u00a0<span style=\"margin: 0px; padding: 0px;\">referred to as\u00a0<strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2066\">critical upward communication<\/a>,\u00a0<\/strong>which occurs when feedback flows from employees to supervisors, particularly<\/span>\u00a0when that feedback involves critique. While the right to speak freely is a core value in American culture, things get more complicated in the workplace. Employees must weigh the risks of speaking up. Will they be taken seriously or seen as troublemakers? Will they help improve the situation, or face pushback for challenging authority? Kassing (1998) explained that people think carefully about how they\u2019ll be perceived before speaking out and whether the potential benefits of dissent outweigh the risks.<\/p>\n<p class=\"\" data-start=\"1517\" data-end=\"1609\">In his later work, Kassing (2011) identified three main types of organizational dissent:<\/p>\n<ul data-start=\"1611\" data-end=\"1928\">\n<li class=\"\" data-start=\"1611\" data-end=\"1727\">\n<p class=\"\" data-start=\"1613\" data-end=\"1727\"><strong data-start=\"1613\" data-end=\"1648\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2067\">Articulated (or Upward) Dissent<\/a><\/strong>: Shared directly with someone in a position of authority, like a supervisor.<\/p>\n<\/li>\n<li class=\"\" data-start=\"1728\" data-end=\"1823\">\n<p class=\"\" data-start=\"1730\" data-end=\"1823\"><strong data-start=\"1730\" data-end=\"1761\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2068\">Latent (or Lateral) Dissent<\/a><\/strong>: Shared informally with coworkers, but not with leadership.<\/p>\n<\/li>\n<li class=\"\" data-start=\"1824\" data-end=\"1928\">\n<p class=\"\" data-start=\"1826\" data-end=\"1928\"><strong data-start=\"1826\" data-end=\"1847\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2069\">Displaced Dissent<\/a><\/strong>: Shared outside the organization, such as venting to friends or family.<\/p>\n<\/li>\n<\/ul>\n<p class=\"\" data-start=\"1930\" data-end=\"2168\">These different forms of dissent reveal the complexity of workplace communication, especially when power dynamics are involved. Sometimes, people speak up openly. Other times, they express their frustration in less direct or private ways.<\/p>\n<div class=\"textbox textbox--exercises\">\n<header class=\"textbox__header\">\n<h4>Organizational Dissent Scale<\/h4>\n<\/header>\n<div class=\"textbox__content\">\n<p>Read the following questions and select the answer corresponding to how you communicate in your workplace. Do not be concerned if some of the items appear similar. Please use the scale below to rate the degree to which each statement applies to you:<\/p>\n<table class=\"grid\">\n<tbody>\n<tr>\n<td>Strongly Disagree<\/td>\n<td>Disagree<\/td>\n<td>Neutral<\/td>\n<td>Agree<\/td>\n<td>Strongly Agree<\/td>\n<\/tr>\n<tr>\n<td>1<\/td>\n<td>2<\/td>\n<td>3<\/td>\n<td>4<\/td>\n<td>5<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<ol>\n<li>\u00a0 \u00a0 \u00a0\u00a0I am hesitant to raise questions or express contradictory opinions within my organization.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I speak with my supervisor or management when I have questions about workplace decisions.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I suggest correcting inefficiency in my organization to management or my supervisor.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I do not express my disagreement with management.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I tell management when I believe employees are being mistreated.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I bring my criticism about organizational changes that aren\u2019t working to my supervisor or someone in management.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I don\u2019t tell my supervisor when I disagree with workplace decisions.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I\u2019m hesitant to question workplace policies.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I do not question management.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I complain about things in my organization with other employees.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I join in when other employees complain about organizational changes.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I openly share my criticism of this organization.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I hardly ever complain to my coworkers about workplace problems.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I let other employees know how I feel about the way things are done here.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I refrain from criticizing my organization in front of other employees.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I criticize inefficiency in this organization in front of everyone.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I ensure that everyone is aware when I\u2019m dissatisfied with work policies.<\/li>\n<li>\u00a0 \u00a0 \u00a0\u00a0I speak freely with my coworkers about troubling workplace issues.<\/li>\n<\/ol>\n<p>SCORING: To compute your scores, follow the instructions below:<\/p>\n<ul>\n<li>Articulated Dissent\n<ul>\n<li>Step One: Add scores for items 2, 3, 5, &amp; 6<\/li>\n<li>Step Two: Add scores for items 1, 4, 7, 8, &amp; 9<\/li>\n<li>Step Three: Add 30 to the result of Step One.<\/li>\n<li>Step Four: Subtract the score for Step Two from the score for Step Three.<\/li>\n<\/ul>\n<\/li>\n<li>Latent Dissent\n<ul>\n<li>Step One: Add scores for items 10, 11, 12, 14, 15, 17, &amp; 18<\/li>\n<li>Step Two: Add scores for items 13 &amp; 15<\/li>\n<li>Step Three: Add 12 to the result of Step Two.<\/li>\n<li>Step Four: Subtract the score for Step Two from the score for Step Three.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<h5>Interpreting Your Score<\/h5>\n<p>For articulated dissent, scores should be between 9 and 45. If your score is above 32, you are considered to engage in high amounts of articulated dissent. If your score is below 32, you\u2019re deemed to engage in minimal quantities of articulated dissent.<\/p>\n<p>For latent dissent, scores should be between 9 and 45. If your score is above 25, you are considered to engage in high amounts of latent dissent. If your score is below 25, you\u2019re deemed to engage in minimal quantities of latent dissent (Kassing, 2000).<\/p>\n<\/div>\n<\/div>\n<p><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2070\">Articulated\/upward dissent<\/a>\u00a0<\/strong>\u201cinvolves expressing dissent within organizations to audiences that can effectively influence organizational adjustment. It occurs when employees believe they will be perceived as constructive and that their dissent will not lead to retaliation\u201d (Kassing, 1998, pp. 191-192).\u00a0 Kassing (2002) further noted that there are five types of dissent strategies subordinates can employ: direct-factual appeal, solution presentation, repetition, circumvention, and threatening resignation.<\/p>\n<p>The first articulated dissent strategy is direct-factual appeal, when \u201cpeople provide factual information based on their own work experience and their understanding of company policies and practices when they express their disagreement to their supervisors\u201d (Kassing, 2005, p. 233). The second articulated dissent strategy is solution presentation, when a subordinate offers a solution to a workplace problem while raising concerns about the problem itself. The third articulated dissent strategy is repetition, or when a subordinate raises the same issue repeatedly. The idea behind repetition is that if a problem is brought up repeatedly, the supervisor may eventually be more inclined to take action.<\/p>\n<p>The fourth articulated dissent strategy is circumvention, when a subordinate bypasses their immediate supervisor and goes directly to someone higher up the hierarchy to get some action taken. While circumventing one\u2019s immediate supervisor can be very dangerous, there are times when it is necessary. For example, many organizations have procedures for reporting sexual harassment. The most common first step in sexual harassment procedures is to report any harassing behavior to your immediate supervisor, but what if your immediate supervisor is the one harassing you? Many organizations recognize that supervisor harassment can be a problem, so they designate a person within the organization as the \u201cgo-to\u201d person for incidents of harassment. In these cases, individuals lower in the hierarchy can circumvent their supervisors and report the harassment to someone higher up.<\/p>\n<p>The last articulated dissent strategy is to threaten resignation. This strategy is simple: do what I want or quit. Of course, this strategy is only effective if the dissenting is ready to resign. Never use a threatening resignation as a bluffing tactic because your supervisor may decide to call your bluff.<\/p>\n<p>The second type of organizational dissent,\u00a0<strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2071\">latent\/lateral dissent<\/a><\/strong>, consists of communicative behaviors \u201cthat involve complaining to coworkers and voicing criticism openly within organizations\u201d (Kassing, 1998, p. 211).\u00a0 Kassing (1998) labeled this form of dissent \u201clatent dissent\u201d because the term \u201csuggests that dissent readily exists but is not always observable and that dissent becomes observable when certain conditions exist (i.e., when frustration mounts)\u201d (p. 211). This form of organizational dissent is a form of horizontal or lateral organizational communication, which will be discussed later in the next section.<\/p>\n<div class=\"textbox textbox--exercises\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Current Research<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p class=\"\" data-start=\"275\" data-end=\"841\">Kassing (2000) examined how the quality of the relationship between a supervisor and their employee influences how that employee expresses disagreement or concern, a concept known as <a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2072\"><strong>organizational dissent<\/strong><\/a>. The study found that employees with strong, respectful relationships with their supervisors are likelier to express dissent openly and constructively (articulated dissent). In contrast, employees with poor supervisor relationships tend to hold back or express their concerns less directly (latent dissent).<\/p>\n<p class=\"\" data-start=\"843\" data-end=\"1368\">Further research by Wrench (2012) examined the relationship between different types of employee silence and organizational dissent. Acquiescent silence (staying quiet because you feel your voice doesn\u2019t matter) and defensive silence (staying silent out of fear) were linked to more latent dissent and less open communication. On the other hand, prosocial silence (choosing not to speak up to protect someone or maintain harmony) was linked to higher levels of articulated dissent and lower levels of hidden dissent.<\/p>\n<p class=\"\" data-start=\"1370\" data-end=\"1543\">This research reveals how employees utilize silence and how safe they feel when speaking up, which is significant in understanding how dissent is communicated in the workplace.<\/p>\n<\/div>\n<\/div>\n<p>The final type of dissent is\u00a0<span style=\"margin: 0px; padding: 0px;\">displaced dissent, which occurs when employees feel it could be harmful, so they express dissent to friends and family outside the organization&#8217;s boundaries<\/span>. And occurs outside of the confines of the organization itself. When an employee feels that dissent in the workplace could be harmful, they will often express their dissent to friends and family members. Ultimately, whether an individual decides to express dissent within the organization (upward or laterally) depends on how they view the risks of doing so. If someone fears retaliation, bullying, or ostracism for dissenting, they will be less likely to engage in dissent within the workplace (Waldron &amp; Kassing, 2011).<\/p>\n<h2 class=\"p1\">Problems with Upward Communication<\/h2>\n<p class=\"\" data-start=\"202\" data-end=\"714\"><span style=\"font-size: 1em;\">Researchers have identified\u00a0<\/span><span style=\"margin: 0px; padding: 0px;\"><span style=\"font-size: 1em;\">several significant challenges with\u00a0<\/span>upward communication, specifically<\/span>\u00a0<span style=\"font-size: 1em;\">when employees communicate with their supervisors or managers.<\/span> One of the most important issues is <strong data-start=\"383\" data-end=\"397\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2073\">distortion<\/a><\/strong>, which means the message that reaches the boss isn\u2019t always the whole or honest truth. Randy Hirokawa (1979) noted that employees often modify, soften, or filter their statements when speaking to someone higher up. This can leave supervisors with an incomplete or inaccurate understanding of what\u2019s happening. Milliken, Morrison, and Hewlin&#8217;s (2003) study found that <em>85% of people have stayed silent about a work issue<\/em> even when they believed it was important. That silence might be caused by fear, frustration, or the belief that speaking up wouldn\u2019t make a difference. One of the first researchers to study this phenomenon was Glen Mellinger (1956), who found that when someone doesn\u2019t trust their supervisor, they often conceal their feelings. They might act overly agreeable, avoid the topic, or even become aggressive. As Fredric Jablin later explained, this leads supervisors to guess what their employees think, resulting in confusion and poor decision-making (Jablin, 1979).<\/p>\n<p class=\"\" data-start=\"1394\" data-end=\"1490\">There are three main reasons why upward communication can break down (Roberts &amp; O\u2019Reilly, 1974):<\/p>\n<ol data-start=\"1492\" data-end=\"2150\">\n<li class=\"\" data-start=\"1492\" data-end=\"1642\">\n<p class=\"\" data-start=\"1495\" data-end=\"1642\"><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2075\">Lack of Trust<\/a><\/strong> \u2013 Employees who don\u2019t trust their supervisor tend to withhold information or only say what\u2019s necessary.<\/p>\n<\/li>\n<li class=\"\" data-start=\"1644\" data-end=\"1916\">\n<p class=\"\" data-start=\"1647\" data-end=\"1916\"><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2076\">Supervisor Influence<\/a><\/strong> \u2013 When employees believe their boss controls their future (raises, promotions, job security), some will try to build trust by being open. In contrast, others will stay quiet to avoid rocking the boat. Both approaches can distort communication.<\/p>\n<\/li>\n<li class=\"\" data-start=\"1918\" data-end=\"2150\">\n<p class=\"\" data-start=\"1921\" data-end=\"2150\"><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2078\">Mobility<\/a><\/strong> \u2013 An employee who wants to climb the ladder may communicate differently than someone who doesn\u2019t. Some may speak up to get noticed, while others may play it safe and only say what they think their boss wants to hear.<\/p>\n<\/li>\n<\/ol>\n<p class=\"\" data-start=\"2152\" data-end=\"2314\">In all these cases, the result is the same: leaders aren\u2019t getting the whole picture, which can lead to poor decisions, missed problems, and workplace tension.<\/p>\n<div class=\"textbox shaded\">In one study, the researchers examined four different organizations to see how trust, influence, and mobility affected the quantity of upward communication (Roberts &amp; O\u2019Reilly, 1974). They found that trust and influence were positively related to the amount of upward communication, and mobility did not significantly impact the quantity of upward communication. This study was later replicated, yielding the same results (Blalack, 1986). In essence, people who trust their supervisors and perceive their supervisors as influencing their careers engage in more upward communication.<\/div>\n<h2>Effective Methods for Upward Communication<\/h2>\n<p class=\"\" data-start=\"190\" data-end=\"487\">While there\u2019s no one-size-fits-all solution for improving upward communication in the workplace, researchers have identified four practices that can make a significant difference: building trust, utilizing multiple methods, demonstrating that feedback matters, and reducing<strong data-start=\"366\" data-end=\"452\">\u00a0barriers<\/strong> between supervisors and employees.<\/p>\n<h3 class=\"\" data-start=\"489\" data-end=\"507\">1. Build Trust<\/h3>\n<p class=\"\" data-start=\"509\" data-end=\"899\">The most important way to improve upward communication is to create\u00a0<span style=\"margin: 0px; padding: 0px;\">trust-based relationships<\/span>. When employees trust their supervisor, they are more likely to speak up honestly. Trust doesn\u2019t happen overnight; it takes time and consistency. However, without it, upward communication tends to break down, and employees often stay silent even when something important needs to be said.<\/p>\n<h3 class=\"\" data-start=\"901\" data-end=\"934\">2. Use More Than One Strategy<\/h3>\n<p class=\"\" data-start=\"936\" data-end=\"1049\">Randy Hirokawa (1979) suggested that supervisors use multiple tools to gather feedback from employees, including:<\/p>\n<ul data-start=\"1050\" data-end=\"1205\">\n<li class=\"\" data-start=\"1050\" data-end=\"1070\">\n<p class=\"\" data-start=\"1052\" data-end=\"1070\">Regular meetings<\/p>\n<\/li>\n<li class=\"\" data-start=\"1071\" data-end=\"1094\">\n<p class=\"\" data-start=\"1073\" data-end=\"1094\">Performance reviews<\/p>\n<\/li>\n<li class=\"\" data-start=\"1095\" data-end=\"1115\">\n<p class=\"\" data-start=\"1097\" data-end=\"1115\">Attitude surveys<\/p>\n<\/li>\n<li class=\"\" data-start=\"1116\" data-end=\"1139\">\n<p class=\"\" data-start=\"1118\" data-end=\"1139\">Suggestion programs<\/p>\n<\/li>\n<li class=\"\" data-start=\"1140\" data-end=\"1164\">\n<p class=\"\" data-start=\"1142\" data-end=\"1164\">Grievance procedures<\/p>\n<\/li>\n<li class=\"\" data-start=\"1165\" data-end=\"1187\">\n<p class=\"\" data-start=\"1167\" data-end=\"1187\">Open-door policies<\/p>\n<\/li>\n<li class=\"\" data-start=\"1188\" data-end=\"1205\">\n<p class=\"\" data-start=\"1190\" data-end=\"1205\">Exit interviews<\/p>\n<\/li>\n<\/ul>\n<p class=\"\" data-start=\"1207\" data-end=\"1422\">Each can be helpful, but not every tool works equally well in every situation. A manager needs to think carefully about which methods will be most effective for the type of information they want to receive.<\/p>\n<h3 class=\"\" data-start=\"1424\" data-end=\"1457\">3. Show That Feedback Matters<\/h3>\n<p class=\"\" data-start=\"1459\" data-end=\"2095\">One of the quickest ways to shut down communication is to ignore employee input. If workers share ideas and never hear back or see no changes, they may stop speaking up. That doesn\u2019t mean every suggestion can or should be implemented. However, managers should acknowledge all feedback and explain decisions when ideas aren\u2019t used. For example, a company with a suggestion box could include a \u201csuggestion response\u201d section in the company newsletter. If an idea does get implemented, recognize the employee who submitted it. That kind of follow-through builds trust and encourages more upward communication in the future.<\/p>\n<h3 class=\"\" data-start=\"2097\" data-end=\"2146\">4. Reduce Physical and Psychological Barriers<\/h3>\n<p class=\"\" data-start=\"2148\" data-end=\"2700\">Hirokawa (1981) also found that physical distance between managers and employees can limit communication. In many Japanese workplaces, managers regularly spend time on the shop floor talking to employees, and this face-to-face interaction fosters trust and enhances communication. In the U.S., a similar concept called <strong data-start=\"2469\" data-end=\"2508\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_1175_2079\">Management by Walking Around (MBWA)<\/a><\/strong> was made popular by Bill Hewlett and David Packard back in the 1940s. The idea is simple: leaders should regularly leave their offices to talk with employees, ask questions, and listen.<\/p>\n<p class=\"\" data-start=\"2702\" data-end=\"2757\">For MBWA to work, there are three essential conditions:<\/p>\n<ol data-start=\"2758\" data-end=\"3090\">\n<li class=\"\" data-start=\"2758\" data-end=\"2838\">\n<p class=\"\" data-start=\"2761\" data-end=\"2838\">Managers must talk with every employee and be open to honest feedback.<\/p>\n<\/li>\n<li class=\"\" data-start=\"2839\" data-end=\"2952\">\n<p class=\"\" data-start=\"2842\" data-end=\"2952\">Conversations should include casual topics, not just work. A little personal connection can go a long way.<\/p>\n<\/li>\n<li class=\"\" data-start=\"2953\" data-end=\"3090\">\n<p class=\"\" data-start=\"2956\" data-end=\"3090\">Avoid criticism during these interactions. Employees will shut down and avoid contact if managers only point out mistakes.<\/p>\n<\/li>\n<\/ol>\n<p class=\"\" data-start=\"3092\" data-end=\"3326\">Too often, managers are overloaded with tasks and don\u2019t have time for regular check-ins. However, consistent, face-to-face interaction is one of the most effective ways to build strong relationships and maintain open communication in both directions.<\/p>\n<div class=\"textbox textbox--key-takeaways\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Key Takeaways<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<ul>\n<li>Hirokawa (1979) believed there are four functions of upward communication: (1) allows management to ascertain the success of previously relayed downward communication; (2) allows individuals at the bottom of the hierarchy to have a voice in policies and procedures; (3) allows subordinates to voice suggestions and opinions to make the working environment better; and (4) allows management to test how employees will react to new policies and procedures.<\/li>\n<li>Katz and Kahn (1966) created a typology for upward communication consisting of four distinct types: (1) information about the subordinate themself, (2) information about coworkers and their problems, (3) information about organizational policies and procedures, and (4) information about the task.<\/li>\n<li>Tourish and Robson (2006) argued that Katz and Kahn\u2019s (1966) typology for upward communication was incomplete and proposed a fifth category, called critical upward communication. This typology comprises communicative behaviors that are critical of management behavior.<\/li>\n<li>Two common forms of critical upward communication studied in communication are employee silence(when an employee intentionally or unintentionally withholds information that might be useful to a leader or their organization) and organizational dissent (when an employee expresses their disagreement with management behavior).<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<div class=\"textbox textbox--examples\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">References<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p>Blalack, R. O. (1986). The impact of trust and perceived superior influence on upward communication: A further test.\u00a0<em>American Business Review, 3<\/em>, 62\u201366.<\/p>\n<p>Detert, J. R., Burris, E. R., &amp; Harrison, D. A. (2010). Debunking four myths about employee silence.\u00a0<em>Harvard Business Review, 88,<\/em>\u00a026.<\/p>\n<p>Edmunds, A., &amp; Morris, A. (2000). The problem of information overload in business organizations: A review of the literature.\u00a0<em>International Journal of Information Management, 20,<\/em>\u00a017\u201328.<\/p>\n<p>Hirokawa, R. Y. (1979). Communication and the managerial function: Some suggestions for improving organizational communication.\u00a0<em>Communication, 8<\/em>, 83\u201395.<\/p>\n<p>Jablin, F. M. (1979). Superior-subordinate communication: The state of the art.\u00a0<em>Psychological Bulletin, 86<\/em>, 1201\u20131222.<\/p>\n<p>Kassing, J. W. (1997). Articulating, antagonizing, and displacing: A model of employee dissent.\u00a0<em>Communication Research, 48<\/em>, 311\u2013332.<\/p>\n<p>Kassing, J. W. (1998). Development and validation of the Organizational Dissent Scale.\u00a0<em>Management Communication Quarterly, 12, 183\u2013229<\/em>, pg. 211.<\/p>\n<p>Kassing, J. W. (2000). Investigating the relationship between superior-subordinate relationship quality and employee dissent.\u00a0<em>Communication Research Reports, 17<\/em>, 58\u201370.<\/p>\n<p>Kassing, J. W. (2002). Speaking up: Identifying employees\u2019 upward dissent strategies.\u00a0<em>Management Communication Quarterly, 16,<\/em>\u00a0187\u2013209.<\/p>\n<p>Kassing, J. W. (2005). Speaking up competently: A comparison of perceived competence in upward dissent strategies.\u00a0<em>Communication Research Reports, 22<\/em>, 227\u2013234, pg. 233.<\/p>\n<p>Kassing, J. W. (2011).\u00a0<em>Key Themes in Organizational Communication Series: Dissent in organizations.<\/em>\u00a0Malden, MA: Polity.<\/p>\n<p>Katz, D., &amp; Kahn, R. L. (1966).\u00a0<em>The social psychology of organizations<\/em>. New York: John Wiley &amp; Sons.<\/p>\n<p>Mellinger, G. D. (1956). Interpersonal trust as a factor in communication.\u00a0<em>Journal of Abnormal Social Psychology, 52,\u00a0<\/em>304\u2013309.<\/p>\n<p>Milliken, F., Morrison, E., &amp; Hewlin, P. (2003). An exploratory study of employee silence: Issues that employees don\u2019t communicate upward and why.\u00a0<em>Journal of Management Studies, 40<\/em>, 1453\u20131476.<\/p>\n<p>Morrison, E., &amp; Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world.\u00a0<em>Academy Of Management Review, 25<\/em>, 706\u2013725. doi:10.5465\/AMR.2000.3707697<\/p>\n<p>Roberts, K. H., &amp; O\u2019Reilly, C. A., III. (1974). Failures in upward communication in organizations: Three possible culprits.\u00a0<em>Academy of Management Journal, 17<\/em>, 205\u2013215.<\/p>\n<p>Stewart, L. P., Stewart, A. D., Friedley, S. A., &amp; Cooper, P. J. (1996). Communication between the sexes: Sex differences and sex-role stereotypes (2nd ed.). Scottsdale, AZ: Gorsuch Scarisbrick.<\/p>\n<p>Tangirala, S., &amp; Ramanujam, R. (2008). Employee silence on critical work issues: The cross level effects of procedural justice climate.\u00a0<em>Personnel Psychology, 61<\/em>, 37\u201368.<\/p>\n<p>Tourish, D., &amp; Robson, P. (2006). Sensemaking and the distortion of critical upward communication in organizations. Journal of Management Studies, 43, 711\u2013730.<\/p>\n<p>Van Dyne, L., Ang, S., &amp; Botero, I C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs.\u00a0<em>Journal of Management Studies, 40<\/em>, 1359\u20131392.<\/p>\n<p>Wrench, J. S. (2012). The effect of office politics on employee silence and dissent. Manuscript in Preparation.<\/p>\n<\/div>\n<\/div>\n<div class=\"textbox textbox--exercises\">\n<header class=\"textbox__header\">\n<p class=\"textbox__title\">Attribution<\/p>\n<\/header>\n<div class=\"textbox__content\">\n<p><a href=\"https:\/\/open.library.okstate.edu\/orgcomm\" rel=\"cc:attributionURL\">Organizational Communication<\/a>\u00a0Copyright \u00a9 by\u00a0Dr. Sarah Hollingsworth\u00a0is licensed under a\u00a0<a href=\"https:\/\/creativecommons.org\/licenses\/by-nc-sa\/4.0\/\" rel=\"license\">Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License<\/a>, except where otherwise noted.<\/p>\n<\/div>\n<\/div>\n<div class=\"glossary\"><span class=\"screen-reader-text\" id=\"definition\">definition<\/span><template id=\"term_1175_2054\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2054\"><div tabindex=\"-1\"><p>Upward communication can be considered a bottom-up approach to organizational communication<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2056\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2056\"><div tabindex=\"-1\"><p>Information like discussing your family, health, or outside interests.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2057\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2057\"><div tabindex=\"-1\"><p>Information such as things that happen at work like performance or work challenges.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2058\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2058\"><div tabindex=\"-1\"><p>disagreement with leadership decisions, company direction, or workplace culture.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2059\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2059\"><div tabindex=\"-1\"><p>where employees withhold ideas, concerns, or feedback, on purpose.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2060\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2060\"><div tabindex=\"-1\"><p>Employees feel like nothing they say will matter, so they stop offering suggestions. It\u2019s a sign of disengagement or burnout<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2061\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2061\"><div tabindex=\"-1\"><p>Employees stay quiet because they fear speaking up could lead to retaliation, criticism, or damaged relationships.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2062\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2062\"><div tabindex=\"-1\"><p>Employees hold back information to protect others, maintain harmony, or avoid unnecessary conflict.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2064\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2064\"><div tabindex=\"-1\"><p>speaking up about something they believe is wrong, unfair, or not working.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2065\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2065\"><div tabindex=\"-1\"><p>where a worker shares opinions that challenge the status quo in the workplace.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2066\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2066\"><div tabindex=\"-1\"><p>when feedback flows from employees to supervisors, especially when that feedback involves critique.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2067\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2067\"><div tabindex=\"-1\"><p>Shared directly with someone in a position of authority, like a supervisor.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2068\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2068\"><div tabindex=\"-1\"><p>Shared informally with coworkers, but not with leadership.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2069\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2069\"><div tabindex=\"-1\"><p>Shared outside the organization, such as venting to friends or family.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2070\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2070\"><div tabindex=\"-1\"><p>involves expressing dissent within organizations to audiences that can effectively influence organizational adjustment.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2071\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2071\"><div tabindex=\"-1\"><p>consists of communicative behaviors \u201cthat involve complaining to coworkers and voicing criticism openly within organizations.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2072\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2072\"><div tabindex=\"-1\"><p>The quality of the relationship between a supervisor and their employee influences how that employee expresses disagreement or concern.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2073\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2073\"><div tabindex=\"-1\"><p>The message that reaches the boss isn\u2019t always the whole or honest truth.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2075\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2075\"><div tabindex=\"-1\"><p>Employees who don\u2019t trust their supervisor tend to withhold information or only say what\u2019s necessary.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2076\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2076\"><div tabindex=\"-1\"><p>When employees believe their boss controls their future (raises, promotions, job security), some will try to build trust by being open.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2078\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2078\"><div tabindex=\"-1\"><p>An employee who wants to climb the ladder may communicate differently than someone who doesn\u2019t.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_1175_2079\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_1175_2079\"><div tabindex=\"-1\"><p>leaders should regularly leave their offices to talk with employees, ask questions, and listen.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><\/div>","protected":false},"author":133,"menu_order":5,"template":"","meta":{"pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-1175","chapter","type-chapter","status-publish","hentry"],"part":1163,"_links":{"self":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/1175","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/users\/133"}],"version-history":[{"count":57,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/1175\/revisions"}],"predecessor-version":[{"id":2595,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/1175\/revisions\/2595"}],"part":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/parts\/1163"}],"metadata":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapters\/1175\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/media?parent=1175"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/pressbooks\/v2\/chapter-type?post=1175"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/contributor?post=1175"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/pressbooks.ccconline.org\/2250organizationalcommunication\/wp-json\/wp\/v2\/license?post=1175"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}