ABSTRACT

We highlight conversations at work as an arena of change. Drawing on and extending the psychological safety literature, we offer a new framework to distinguish between productive and unproductive forms of both voice and silence. The framework’s four quadrants – withholding, disrupting, contributing and processing – outline essential activities in group conversations that work to advance goals, including organization change. Drawing on the authors’ own research, as well as other relevant literatures, our framework points to new directions for actionable research and suggests managerial practices to enhance the quality of workplace conversation. Our work bridges literatures on change, workplace conversations, psychological safety and leadership. We emphasize the function of leadership in fostering high-quality conversations, with an eye on both the opportunities and challenges of diversity at work in ensuring high-quality conversations.

摘要

我们强调工作中的对话是一个变革的舞台。借鉴和扩展心理安全文献，我们提供了一个新的框架来区分声音和沉默的生产性和非生产性形式。该框架的四个象限——隐瞒、干扰、贡献和处理——概述了小组对话中旨在推进目标的基本活动，包括组织变革。借鉴作者自己的研究以及其他相关文献，我们的框架指出了可操作研究的新方向，并提出了提高工作场所对话质量的管理实践。我们的工作将有关变革、工作场所对话、心理安全和领导力的文献联系起来。我们强调领导力在促进高质量对话中的作用，