Speaking Up When It Matters

We all like to think we’d speak up if we saw something objectionable happening at our workplace—perhaps something ethically questionable or some evidence of discrimination. In fact, research suggests that most people tend not to act, and rationalize their inaction.
 
Writing in the Harvard Business Review, Heidi Grant, Associate Director of Columbia University’s Motivation Science Center and author of Nine Things Successful People Do Differently, offers suggestions for those who do want to be diligent employees and lend their voice to the conversation:

• Recognize it will be difficult, and worthwhile: When people set out to do difficult, personally meaningful things, they’re more likely to follow through if they expect that the task will be challenging. 
• Make an if/then plan: Identify in advance the kinds of situations that could occur when you speak up. Then decide how you might handle each. Of course, you can never plan for every specific possibility, but feeling prepared will keep you from freezing up or backing out.
• Work to lessen the social threat that speaking up may create: Especially if you are communicating up the chain of command, make it clear that you’re not out to get anyone, or necessarily attributing ill will to anyone. Provide feedback about impact, without making any assumptions about intent.

 
If you have spoken up at work, what were the results? To join the conversation, click "comments" above.

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