ERE ARE SOME THINGS I BET YOU can’t say at work, no matter how much you believe them and how much they affect your own motivation, engagement, or ability to make good strategic decisions:
“I’m not motivated to work harder or innovate when you and your bosses get most of the credit and all the bonus money.”
“Employee engagement is low because key leaders aren’t trusted or respected and nothing serious gets done about that.”
“I can’t make good decisions unless you and your bosses are more transparent with financial or strategic details.”
“I think we’re growing and making enough money right now.”
Similarly, if you’re a senior leader, I bet you’d have a hard time responding productively if you did hear any of the above — because you’d be so surprised anyone said that to you.
The Power of Deep Rules
Why is this? Because these kinds of comments violate what I call the deep rules operating in most organizations. Deep rules reflect the unwritten understanding of what can’t be said, even in places that have surface-level psychological safety. This form of hidden power undermines well-being for most people and, in many cases, ultimately undermines even the leaders who seemingly benefit.
Let me explain.
I’ve studied how to improve organizational communication for 25 years, focusing on helping leaders create psychological safety and employees speak up competently and courageously. During my doctoral program at Harvard, I was inspired by Warren Bennis and wanted to make one of his predictions come true. Bennis, along with Philip Slater, argued that “democracy in industry is not an idealistic conception but a hard necessity. … Democracy is … a system of values and beliefs governing behavior, including full and free communication, regardless of rank and power. … Changes along these dimensions are being promoted widely in American industry.”
Esta historia es de la edición Winter 2025 de MIT Sloan Management Review.
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Esta historia es de la edición Winter 2025 de MIT Sloan Management Review.
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