Organizational Communication

Position Paper Assignment

Name; Jasreet Dhaliwal
Student Number: T00649724
Class: CMNS4530
For: Shannon Smryl
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Introduction

The concept of stakeholder involvement has transformed from being a secondary concern

to a crucial necessity in current organizational management. It signifies a paradigm shift in the

way stakeholders are viewed and engaged by organizations, acknowledging them as active

participants in the success of their organizations rather than passive entities. Efficient stakeholder

involvement is crucial in the modern networked business environment as it promotes

cooperation, ignites creativity, and strengthens resistance against obstacles. Stakeholder

involvement is fundamentally about being open, honest, and committed to communication. By

fostering meaningful interactions that enable stakeholders to express their options, exchange

insights, and collaborate on solutions, it goes beyond conventional communication approaches.

This transition from silence to discussion is essential for dismantling organizational divisions,

closing knowledge gaps, and uniting different interests in support of shared objectives. However,

organizational silence is an important barrier to the growth and effectiveness of the organization.

It describes people’s unwillingness or incapacity to publicly voice their issues, speak up, or make

suggestions inside an organization. There are several reasons why people choose to remain

silent, such as cultural standards that value conformity over disagreement, physiological safety

concerns, fear of retaliation, and the belief that speaking up is pointless.

Understanding Organizational Silence

The issue of organizational silence is challenging and has a broad impact on the dynamics

and results of organizations. It can take many different forms, including avoiding controversial

topics, selective disclosure, and passive tolerance. To address the impact of organizational

silence and promote an environment of open communication and collaboration, it is imperative

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to comprehend the underlying roots and dynamics of this trend. Numerous elements that

contribute to organizational silence have been discovered by the following research:

1. Fear of retaliation: Workers may be hesitant to speak up out of fear of negative outcomes

including rejection, exclusion, warnings or professional setbacks.

2. Lack of physiological safety: Organizations that fail to foster an atmosphere where

people feel comfortable taking interpersonal risks, disclosing vulnerabilities, or

questioning the way things are. Workers are hesitant to voice their problems or important

insights if they do not feel safe enough psychologically.

3. Cultural norms and group dynamics: Organizational cultures that place a strong emphasis

on harmony, conformity, or respect for authority can discourage constructive criticism

and free communication. Group dynamics, such as societal structures or peer pressure can

also persuade people to follow the crowd rather than speak out against the norm.

4. Lack of feedback: By restricting chances for interaction and communication,

organizations without established frameworks for open dialogue or feedback systems run

the risk of unintentionally reinforcing silence.

Organizations may create a culture of open communication, trust, and cooperation by taking

proactive measures to address organizational silence by understanding these elements and how

they interact. By providing outlets for discussions, encouraging physiological safety, asking for

input and allowing people to speak up without fear of retaliation, effective stakeholder

engagement techniques are essential in addressing these problems. The following sections of this

paper will look at how effective stakeholder engagement strategies can work as an

encouragement to improve organizational performance and resilience, encourage positive

change, and breakthrough organizational silence. This seeks to offer a thorough framework for
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utilizing stakeholder involvement as an important tool for organizational success through

practical examples, best practices and actionable insights.

Effective stakeholder involvement can be crucial in reducing the circumstances and

elements that lead to organizational silence. Organizations may address the underlying causes of

silence and foster a more transparent and inclusive environment by actively integrating

stakeholders in decision-making processes, asking for their opinions and views, and fostering an

atmosphere of open communication and mental wellness. Building psychological safety and trust

is one of the main advantages of stakeholder participation. Stakeholders are more inclined to

speak up, voice concerns, and make valuable contributions to conversations when they believe

that their opinions are heard, valued, and respected. To remove obstacles to communication and

avoid the fear of retaliation or other unfavorable outcomes from speaking up, this trust-building

process is crucial. Organizations can also benefit from the varied viewpoints and knowledge that

stakeholders bring to the table. Leaders may get a more thorough understanding of issues, predict

future challenges, and design more effective solutions by integrating stakeholders from different

departments, levels, and backgrounds inside the organization. This diversity of opinion fosters

creative thinking while assisting in the struggle against collective thinking. Organizations that

cultivate a culture of stakeholder involvement are more transparent and accountable. In a

transparent decision-making process, informed and interested stakeholders reduce opportunities

for presumptions, misinformation, and hidden motives. This transparency lessens the possibility

of organizational silence and promotes an environment of open communication and integrity

when combined with clear expectations of accountability for choices and actions. Encouraging

staff members to voice their opinions is another essential component of successful stakeholder

engagement. This empowerment entails not just giving people a way to voice their opinions and
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concerns, but also actively listening to their worries, dealing with problems in a timely and open

manner, and praising helpful contributions. Employees are more inclined to participate in

conversations and support the development of the company when they perceive that their

contributions matter and provide favorable results.

Example of effective stakeholder engagement

A prime example of the transformational potential of stakeholder involvement in

fostering organizational success and cultural change is Microsoft’s path under Satya Nadella’s

direction. Microsoft was dealing with issues including internal rivalry, departmental barriers, and

a culture that discouraged creativity and teamwork when Nadella assumed the CEO position in

2014. To promote a more diverse, creative, and customer-focused culture, Nadella understood

the need for stakeholder participation. To involve stakeholders at all organizational levels, he

launched several significant initiatives such as:

1. Empowering employees: By encouraging a growth mindset that promoted ongoing

learning, research, and teamwork, Nadella concentrated on empowering his workforce.

To break down organizational barriers and promote an inclusive culture that leads to

group success, he underlined the importance of varied viewpoints and cross-functional

cooperation.

2. Inclusive leadership: Nadella prioritized humility, empathy, and inclusivity in his

leadership approach. He strongly encouraged input and feedback from staff members,

promoted open communication and valued a variety of contributions. Employee

engagement, motivation, and performance increased as a result of this inclusive

leadership approach, which gave workers a sense of ownership and belonging.

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Microsoft’s attempts to involve stakeholders produced amazing outcomes. Increased

creativity, agility, and collaboration which were features of the company’s culture shift.

Advancement in fields like artificial intelligence and digital transformation resulted from

employees feeling encouraged to speak up, share ideas and take initiative. The example of

Microsoft demonstrates how successful stakeholder involvement may drive an organization's

innovation, cultural shift, and long-term success. Organizations can gain access to a variety of

viewpoints, foster cooperation and trust, and successfully handle challenging issues by including

stakeholders from both internal and external networks. Organizations can develop a culture

where stakeholders are respected as collaborators in accomplishing common objectives by

implementing inclusive leadership, customer focus, environmental representation, and open

communication. The example mentioned above highlights the strategic importance of engaging

stakeholders to effectively navigate the complex business environment of today and promote

constructive social change.

Conclusion

In conclusion, effective communication in the form of effective stakeholder engagement

can help to assist in reducing the circumstances and elements that contribute to or result from

organizational silence. Organizations may establish a culture where silence is replaced with open

communication, collaboration, and continual development by establishing trust, and

physiological safety, encouraging openness and accountability, and giving employees a voice.

Stakeholder engagement has a transformative power to drive positive organizational change and

lasting success, as evidenced by examples from organizations such as Microsoft.

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References

Christian, T. (2020). “Organizational Silence: Why Employees Don’t speak up.”

https://medium.com/@tiani1999/organizational-silence-why-employees-dont-speak-up-

a01c7dbc3fb9

Hewlin, P. F. (2003). “And the Award for Best Actor Goes to …: Facades of Conformity in

Organizational Settings.” Academy of Management Review. Vol. 28. No. 4.

Morrison, E and Milliken, F. (2000). “Organizational Silence: A Barrier to Change and

Development in a Pluralistic World.” The Academy of Management Review. Vol. 25. No. 4.

Perlow, L. Williams, S. (2003). “Is Silence Killing your Company?” Harvard Business Review.

May.