Sometimes managers fail to create speak-up cultures because their organizations put them in impossible positions.
We found that managers face two distinct hurdles: They are notto work.
Now, Jane can certainly encourage her employees to speak up with ideas. But she knows that if she does, they would expect her to quickly act on those ideas, which is something she cannot do. She also recognizes that implementing new practices or changes, though helpful in the longer term, would lead to disruptions in the production flow in the short-term. With end-of-quarter production targets looming, Jane would be hard-pressed to find time to initiate conversations about change.
rather than look out for longer-term sustainability. Under such circumstances, even the best-intentioned managers likely avoid soliciting employee ideas and might even stifle them.We conducted four studies. First, we had 160 students act as managers in a behavioral experiment, where they had to supervise an employee completing a task virtually.
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