Speak! Paradoxical Effects of a Managerial Culture of ‘Speaking Up’
研究一家跨国医疗子公司推行鼓励员工直言的文化变革时，发现员工将管理工具解读为挑战差异的邀请，反而引发紧张和矛盾，凸显了组织悖论并降低了心理安全感。
Abstract We explore the intrinsic ambiguity of speaking up in a multinational healthcare subsidiary. A culture change initiative, emphasizing learning and agility through encouraging employees to speak up, gave rise to paradoxical effects. Some employees interpreted a managerial tool for improving effectiveness as an invitation to raise challenging points of difference rather than as something ‘beneficial for the organization’. We show that the process of introducing a culture that aims to encourage employees to speak up can produce tensions and contradictions that make various types of organizational paradoxes salient. Telling people to ‘speak up!’ may render paradoxical tensions salient and even foster a sense of low PsySafe.