Proposal of a Method of Learning Strategic Silence to Improve the Effectiveness of Employee Voice
DOI:
https://doi.org/10.52731/lbds.v005.459Keywords:
employee silence, experiential learning model, implicit cognition, issue sellingAbstract
Organizations increasingly recognize the importance of utilizing employees’ proactive suggestions to promote innovation. However, in practice, statements that challenge the status quo often carry the risk of negative evaluation from managers, discouraging employees from speaking up. This study focuses on the potential of "strategic silence"—a deliberate choice to withhold voice depending on contextual relevance—as a means of enhancing managerial evaluation. We developed a learning method based on an experiential learning model, incorporating two key functions: the ability to recognize appropriate timing and the ability to self-regulate to avoid excessive silence. A field intervention was conducted to evaluate its effectiveness. Results demonstrated that the method supported the execution of strategic silence and significantly improved employees’ self-efficacy. Whereas the short-term effect on employee voice outcomes was not statistically significant, participants reported an increased belief that strategic silence could enhance the impact of their voice. Notably, those who perceived improvements in the effectiveness of their voice did not experience a reduction in voice behavior, suggesting that strategic silence can be a constructive and empowering strategy, rather than one that suppresses employees from speaking up.
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