Leonora Amponsah-Asante Leonora Amponsah-Asante is a postgraduate researcher at the University of Southampton where she holds a master’s degree in project management. Leonora also has a bachelor’s degree in quantity surveying and construction economics from KNUST. She is a professional quantity surveyor and a project manager who has worked on multimillion projects with 6-7 years of work experience. She is currently pursuing her long-term career goal in Human Resource Management and Organisational Behaviour, specifically researching into organisational silence. Leonora is a fellow of the Work Futures Research Centre and also a data analysts tutor (qualitative) and doubles as an adjunct teaching assistant. She is also a Student Ethics Reviewer (Business and Law Ethics Sub-Committee), and the CEO of I-Nora Enterprise, a registered company that provides multiple products for use. Leonora assures the qualities of calmness, confidence and resilience. She is action oriented, people-person, loving, creative, smart and a goal-oriented person who enjoys life with positive energy.
In every workplace, communication is the lifeblood of collaboration and innovation. Yet, in many organisations, particularly in project-based and male-dominated industries like construction, an insidious phenomenon undermines this ideal: organisational silence. It refers to the collective withholding of information, feedback, or concerns by employees, often out of fear, mistrust, or cultural norms. This silence can lead to stunted growth, unresolved issues, and even catastrophic failures in industries where precision and safety are paramount (Morrison & Milliken, 2000).
This blog explores how organisational silence manifests in workplaces, with a focus on project-based organisations and male-dominated fields, and proposes strategies to break the silence.
What is Organisational Silence?
Organisational silence occurs when employees choose not to voice their opinions, ideas, or concerns about matters pertaining to their workplace. While this silence can sometimes appear as compliance or agreement, it often stems from deeper issues such as fear of retaliation, feelings of futility, or entrenched cultural norms that discourage dissent (Detert & Edmondson, 2011). In project-based organisations—where teams are assembled temporarily to execute specific goals—organisational silence can be particularly damaging. These settings demand high levels of collaboration, adaptability, and innovation, all of which require open communication (CIOB, 2023).
How Organisational Silence Takes Root
Several factors contribute to organisational silence:
- Fear of Retaliation:
In hierarchical or authoritarian workplaces, employees may fear speaking up due to potential repercussions such as demotion, loss of opportunities, or ostracism (Milliken et al., 2003). - Cultural Norms:
Male-dominated industries like construction often have deeply ingrained cultural norms that discourage vulnerability or disagreement. The expectation to “tough it out” or “go with the flow” can suppress constructive dialogue (McKinsey, 2022). - Power Imbalances in Project Teams:
Project-based organisations feature a mix of roles with varying levels of authority. Employees in low-tier roles may feel their voices carry less weight, leading to self-censorship (Edmondson, 2019). - Transient Team Structures:
In project-based setups, teams are temporary, and individuals may prioritize harmony over addressing conflicts or inefficiencies. The perception of short-term stakes can deter long-term problem-solving (Turner & Müller, 2005). - Gender Dynamics:
Women and minority groups often face additional barriers to speaking up. They may fear being dismissed, patronised, or labelled as difficult, compounding the effects of organisational silence (Ely & Meyerson, 2010).
The Impact of Organisational Silence
In project-based and male-dominated industries, the consequences of silence can be far-reaching:
- Reduced Innovation:
When employees withhold ideas or feedback, organisations miss opportunities to improve processes, adopt new technologies, or solve problems creatively (Forbes, 2021). - Safety Risks:
In industries like construction, where safety is critical, a failure to report hazards or near-misses can lead to accidents, injuries, or fatalities (OSHA, 2022). - Team Dysfunction:
Silence fosters mistrust and disconnection among team members, reducing overall effectiveness and morale (Harvard Business Review, 2018). - Project Delays and Cost Overruns:
Unaddressed issues can escalate into larger problems, leading to delays, rework, and increased costs (Chapman, 2020; PMI, 2022). - Loss of Talent:
Employees who feel unheard are more likely to disengage or leave the organisation, taking their skills and institutional knowledge with them (Gallup, 2023).
Breaking the Silence: Strategies for Change
To address organisational silence, employers and leaders must take deliberate actions:
- Foster a “Speak-Up” Culture:
Leaders should actively encourage open communication by demonstrating receptiveness to feedback. Initiatives like regular town halls, suggestion boxes, or anonymous reporting channels can provide safe spaces for employees to share concerns (SHRM, 2023). - Lead by Example:
Managers and team leaders must model transparency by admitting mistakes, seeking feedback, and valuing diverse perspectives (Google Re:Work, 2023). This sets the tone for open dialogue across the organisation. - Address Power Imbalances:
Project leaders should ensure that all team members, regardless of rank or role, have equal opportunities to contribute during meetings and discussions. Techniques like round-robin sharing or anonymous idea submissions can help amplify quieter voices (Deloitte, 2023). - Train Teams on Psychological Safety:
Psychological safety—the belief that one can speak up without fear of negative consequences—is essential for breaking organisational silence. Training programs can help teams develop trust, empathy, and effective communication skills (Edmondson, 2019). - Combat Gender Barriers:
Organisations must actively support women and underrepresented groups by addressing biases, providing mentorship, and ensuring inclusive decision-making processes (Lean In, 2023). - Recognize and Reward Feedback:
Acknowledging employees who voice concerns or propose solutions reinforces the value of open communication. Publicly celebrating such contributions can inspire others to speak up (Forbes, 2022). - Embed Feedback into Project Life Cycles:
In project-based organisations, incorporating structured feedback loops at every phase of the project—initiation, execution, and closure—can ensure that issues are addressed in real time (PMI, 2023).
Leadership plays a pivotal role in dismantling organisational silence. Leaders in construction and other project-based industries must balance authority with approachability, creating an environment where employees feel empowered to speak freely. The shift from silence to dialogue is not easy, especially in industries with entrenched hierarchies and cultural norms. However, leaders who prioritize communication, inclusion, and psychological safety can transform their organisations into hubs of innovation and collaboration.
Conclusion
Organisational silence is a silent killer of progress, innovation, and safety in workplaces, particularly in project-based and male-dominated industries like construction. While the barriers to open communication are significant, they are not insurmountable. By fostering inclusive cultures, addressing power imbalances, and prioritising psychological safety, organisations can dismantle the structures that perpetuate silence. In doing so, they not only empower their workforce but also unlock the untapped potential that drives success in even the most complex and demanding environments.
