Speaking up constructively
Subtitle: managerial practices that elicit solutions from front-line employees
By: Julia Adler-Milstein, Sara J. Singer, Michael W. Toffel
Contributors: Singer, Sara J.; Toffel, Michael W.; Harvard Business School
Edition: Rev. ed.
Series: Working paper / Harvard Business School -- 11-005; Working paper (Harvard Business School) -- 11-005.
Publisher: Harvard Business School
Published: 2010
Place of publication: [Boston]
Language: eng
Number of pages: 35
Description: Ideas that could enable organizations to improve their operating processes often come from front-line workers who voice concerns and share ideas about how to solve problems. Our study is among the first to develop and empirically test theory about how specific management practices can encourage employees to speak up about problems and to offer suggestions for solving them. We hypothesize that employees are more likely to speak up and offer solutions when organizations launch information campaigns to promote process improvement and when managers engage in process-improvement activities themselves. We test our hypotheses in the health-care context, in which problems are frequent and many organizations use incident-reporting systems to encourage employees to communicate about the operational problems they witness. Using data on nearly 7,500 reported incidents, we find that information campaigns encouraging process improvement promote both speaking up and offering solutions, while managerial engagement in process improvement promotes the latter. Our findings suggest that particular management practices can influence front-line workers' decisions about whether to speak up and that direct managerial engagement can result in their doing so constructively.
Notes: "July 2010, revised August 2010"--Publisher's website.

"August 24, 2010"--added t.p.

Includes bibliographical references.