WHAT CAN BE DONE
The challenge then is not to ask employees to be braver, but to make speaking up less risky to begin with. When organisations clarify the kind of voice they value, measure it properly, and design the conditions that support it, speaking up stops being a gamble and starts becoming part of how work gets done.
Organisations and leaders who genuinely want employees to speak up should first be precise about the type they want to encourage.
A start-up might focus on promotive voice where employees are encouraged to pitch bold ideas, while a hospital might emphasise prohibitive voice where patient safety risks are flagged. Each requires different approaches and faces different barriers.
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