In the working world there are a lot of meetings in which there is a lot of talking. They research why there is too much silence in companies. What do you mean by that?
I’m concerned with situations in which employees think that things should be different somehow or that a certain thing, such as the behavior of a colleague or superior, is not okay. I’m interested in why this isn’t addressed when potential is wasted and undesirable developments are not recognized or are recognized too late.
Why is there silence?
Fear and resignation are often mentioned. You fear negative consequences or think: “Nothing will change anyway.” But sometimes you don’t want to embarrass others or endanger relationships or maybe you just want to avoid additional effort.
Of course, there are also situations in which superiors turn a deaf ear even when you speak up about something, or colleagues who discourage you – sometimes emphatically. Here you have to decide whether you are satisfied with the fact that you have said something or whether you really want to change something.
Processes that you somehow get involved in are also interesting. For example, the speed trap: At first you think: “Now is not the time to talk about it.” But if we remain silent now, it will become increasingly difficult and will cost more time and money later to deal with the issue. We’ll probably also be asked why we didn’t say something straight away. The spiral of silence, another process, describes how over time the majority opinion becomes stronger while minority opinions become increasingly marginalized.
They write that silence is ultimately harmful, both for the organization itself and for the health and well-being of its employees. Like that?
If silence becomes the culture of a company, they can literally petrify and no longer develop. Employees then have to work in an inefficient or even toxic environment if undesirable developments such as criminal behavior or cases of harassment are not brought to the table. It becomes a psychological burden for you if you constantly have to hold something back or have the feeling that you can’t contribute things. You don’t really feel valued there either.
It sounds like staying silent is mostly destructive.
If ideas are not introduced and undesirable developments are not mentioned, I would say so. But that doesn’t mean that speaking can’t also be destructive and silence can’t also be constructive. Ultimately, it’s not about silence or speaking per se, but about how you want to treat each other. You shouldn’t force people to say everything, but when others are harmed, you become complicit by remaining silent. Ultimately, people should be allowed and empowered to express themselves freely at work.
Michael Knoll is a psychologist and economist and researches at the University of Leipzig and the Mittweida University of Applied Sciences
source
Knoll, M. (2026). Silence in organizations. Phenomenon, level of knowledge and development prospects. Psychological overview. DOI: 10.1026/0033-3042/a000709
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