Speaking Truth to Power: The key to organizational survival during uncertainty, volatility and change
Explore what can be done to facilitate and improve our employees' ability to speak up
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Can maintaining open channels of communication and upward-feedback be instrumental in surviving turbulent times in business?
In this fast-evolving world where change is constant, we want to hold on to our talent regardless of the challenges we face, and we want them to speak up and voice their thoughts, ideas, and concerns.
However, research has already shown that people in the most senior positions of their organizations consistently overestimate how approachable they are and how easy it is for people to speak to them with complete candor. Often these same well-meaning leaders will assume that ticking the boxes like saying “my door is always open” will result in employees sharing in an open and willing way. Uncertainty and change only exacerbate the perceived power leaders hold and therefore the magnitude of the loss someone might experience as a result of speaking up.
Join this 45-minute live session with Megan Reitz, Professor of Leadership and Dialogue at Ashridge Executive Education to explore the value of speaking truth to power when our organizations are facing difficult times and what can be done to facilitate and improve our employees' ability to speak up, especially during times of uncertainty – where Speaking Truth to Power is key to organizational survival.
What you will learn
What is the value of speaking truth to power
What can be done to facilitate and improve our employees' ability to speak up
How speaking truth to power is key to organizational survival
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Our expert speaker: Megan Reitz
Megan is passionate about the intersection of leadership, change, dialogue, and mindfulness. She specializes in research that is participatory and dedicated to initiating change through cycles of action, inquiry and reflection. As Professor of Leadership and Dialogue at Hult International Business School she lectures, researches and consults, as well as supervising students undertaking their Ph.D. on the Executive Doctorate in Organizational Change. Her recent research with John Higgins on ‘Speaking Truth to Power’ examines how perceptions of power enable and silence others. Together they acknowledge the complexities of truth and power in organizations, explaining how the interplay of five key issues – Conviction, Risk Awareness, Political Awareness, Social Awareness, and Judgement – affect whether people speak up and/or encourage others to feel free to speak up in organizations.
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