Deafening silence? Time to reconsider whether organisations are silent or deaf when things go wrong

BMJ Qual Saf 2014;23:709-713 doi:10.1136/bmjqs-2013-002718
Authors: Aled Jones, Daniel Kelly
“Several public inquiries into healthcare failings in the UK have noted that employees of failing organizations attempt to raise concerns about shortcomings in care, often over a prolonged period of time, only for those concerns to be ignored. However, healthcare literature has largely focused on how organizations and their employees are silent in the face of such failings, positioning employees as daring not to speak in response to serious workplace problems or issues. We argue that only focussing on organizational silence is a critical mistake which misrepresents actual events and overly-simplifies the complexities of workplace culture. The disregard shown by academics, practitioners and policy makers to employee voice strategies, which do not amount to whistle-blowing, but equally cannot either be defined as “silence”, results in signals being ignored that can be effective in preventing and ending wrongdoing by others.”
Find abstract here.