Certain Uncertainty

17Voices of Difference at Work

Megan Reitz

One thing is for certain when things are uncertain. When we face “wicked” challenges that defy easy solutions—such as how to keep talented employees, respond to left‐field shifts in social expectations, or change our strategy to engage with the realities of climate change—we need to have some seriously good conversations. That's the only way to take wise and unfamiliar action.

One could surmise that “good” here would include the ability to hear multiple perspectives that really challenge (and disturb) traditional ways of thinking and doing, and that engage with ideas that may or may not work in practice—where we seek to learn from mistakes and failures without spiraling down into blame games.

Conversations that are only influenced by and only include the opinions of those who are high in traditional status and authority will be doomed to failure, unless of course those individuals possess the remarkable capacity to see and experience the world from all angles.

This is one reason why we hear most of those who are in perceived positions of power asking those who aren't to speak up, and why HR departments are focusing so keenly on developing psychological safety. Without voices of difference, ethical conduct, innovation, inclusion, and engagement—and therefore performance—are illusive.

For the last decade, my research partner, John Higgins, and I have been exploring the choices employees make around whether to speak up or stay silent—and ...