Harvard Business Review

When employees share novel ideas and bring up concerns or problems, organizations innovate and perform better. Employees are often the first to see issues on the frontlines, so their input can really help managerial decision making.

Yet, managers do not always promote employees’ ideas. In fact, they can even actively disregard employee concerns and act in ways that discourage employees from speaking up at all.

This presents a paradox: Why don’t managers encourage voice and ideas from below when it is beneficial to them and their organizations?


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