Читать книгу Silenced and Sidelined - D Lynn D Arnold - Страница 23

I was thankful to have a recording device in each interview as it allowed me to settle into a deep sense of level three listening and the silence that connects. Kris shared stories with me that day in her home office that left me a bit shaken. “Carrie, I really tried to roll that boulder uphill.” She went on to tell me about her debilitating headaches and her ultimate decision to opt out of the organization that caused tremendous silencing. As I closed the interview, she shared with me how interested she was in learning more about the research. She felt it was a topic that many felt alone in, and the isolation needed to stop.

1.

Katty Kay and Claire Shipman, The Confidence Code: The Science and Art of Self-Assurance—What Women Should Know, first edition (New York: Harper Business, an imprint of HarperCollins Publishers, 2014).

2.

Dale Goldhaber, Theories of Human Development: Integrative Perspectives (Mountain View, CA: Mayfield Pub., 2000).

3.

There are powerful forces in many organizations that cause widespread withholding of information about potential problems or issues by employees named as organizational silence. The base of the model is from Morrison & Milliken. Organizational silence is a collective phenomenon that includes (1) Top management team characteristics, (2) Organizational and environmental characteristics, (3) Affecting employee interaction, (4) Managerial belief, (5) Organizational structures and policies, (6) Managements’ fear of negative feedback, and (7) Demographic dissimilarity. Ghodratollah Bagheri, Reihaneh Zarei, and Mojtaba Nik Aeen, “Organizational Silence: Basic Concepts and Its Development Factors,” In Ideal Type of Management 1, no. 1 (2012): 47–58.

4.

Helmut R. Wagner, Phenomenology of Consciousness and Sociology of the Life-World: An Introductory Study (Edmonton, Alta., Canada: University of Alberta Press, 1983).