Garner, J. (2012). Making waves at work: Perceived effectiveness and appropriateness of
organizational dissent messages. Management Communication Quarterly, 26(2), 224-
240.
This study looks at the appropriateness and effectiveness of various dissent communication strategies in organizations, as perceived by those who use them. Based on previous research, he explores three hypotheses based on the self-disclosure of over 350 individuals recalling an incident where they expressed dissent. The study found that of the hypotheses, several were supported, and others were contrary to his expectations. The most appropriate and effective strategies were presenting a solution when airing dissent; direct factual appeals were appropriate but not necessarily effective. Circumvention and repetition were effective, but not related to appropriateness. Coalition building was found to be ineffective, and pressure and humor tactics were inappropriate. Other strategies, such as inspiration, ingratiation, and venting were not found to have any statistical significance. Finally, the need for further evaluation with larger sample sizes, other measures of effectiveness and appropriateness, and success measured over time are noted as necessary future actions.
This article provided useful, practical information about how employees can provide an opinion that is in conflict with leadership in effective ways. It helps me to be both a better analyzer of dissent messages from colleagues and other employees, as well as craft my own thoughtful, persuasive messages that are more likely to be taken seriously.
LO2: demonstrate the ability to assess complex organizational environment and achieve communication goals.
LO4: apply communication-centered scholarship to strengthen communication effectiveness.
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