It seems that there are two camps today: a small number of us feel we can speak our truth (sometimes without thinking of the consequences), while many of us are too afraid to express our opinions at work. But what happened to the key markers for workplace success – clear communication, welcoming diverse opinions and sharing our ideas, thoughts and opinions with respect? If three in ten don’t feel comfortable taking risks and sharing thoughts with others in the organisation, are differing thoughts, ideas and opinions genuinely no longer valued? Dr Lynda Shaw, Behavioural Neuroscientist, Leadership Psychologist, and Genius Translator discusses the issue…
Why is the problem worse at the moment?
CIPD reported in 2019 that only a quarter of employees can freely express themselves at work, particularly in the public sector. But since then, we have gone through the pandemic and a cost-of-living crisis; hybrid working is a huge part of working life; technology and AI have grown exponentially; and we face worrying levels of global conflict and are increasingly polarised.
There is an increased social threat and fear of having to choose between peer acceptance and our own moral boundaries; these lines continue to become blurred through social media. It is well documented, and many of us have experienced, that sharing opinions (especially online) without caring about consequences means people feel they have the right and the space to say anything. Worse still, those with platforms speak up, worryingly influencing those who don’t fact-check or are afraid to think otherwise. Group psychology means a herd effect, and we are more likely to follow vociferous people. We may even alter our values and morals to conform.
So many of us have become too frightened to speak or to speak up for fear of a negative reaction or no reaction or support. It’s even harder in a toxic culture when we are also frightened of losing our jobs in a difficult economic climate.
The psychology of speaking up
When choosing to speak out, the brain considers two factors: how confident we are in our opinion and how much we want to be accepted or seen as polite. We know that people with low confidence tend to adjust their answers even if they go against their moral standpoint and are more likely to follow the crowd. Individuals also conform more to certain opinions if they receive confirmation and validation from someone else.
Cognitive dissonance is the uncomfortable feeling of having two or more conflicting beliefs, values, or attitudes simultaneously. It means we have to change our thinking to find some sort of outcome and balance. This can be caused by a need for compliance. We end up absorbing the emotional toll of this internally, possibly leading to burnout, stress, and anxiety.
Conflict makes it harder to think clearly by impairing cognitive flexibility and reducing emotional regulation responses. The brain views conflict as a threat and heightens emotions, triggering instinctive responses such as fight, flight, or freeze. But viewing a difference in opinion as conflict means we have lost the art of conversation, lost connections with one another, and cannot give feedback on what we have just heard. It is affecting our resilience which is a skill that improves problem-solving, leadership, relationships, and well-being in the workplace.
Signs that the workplace doesn’t value opinions
- A shift in your workplace dynamics where there is now a toxic environment.
- An ultra-sensitive culture where workers are walking on eggshells, frightened to say anything or overly trying to do the right thing all the time.
- Group-speak with few willing to challenge the status quo and speak up, disagree, or share a differing opinion.
- Minorities silence themselves out of fear or isolation and worry about rejection or negative repercussions. Maybe top performers/ creatives have become silent observers.
- A sense of unfairness all the time.
- There is a lot of conflict and complaints that are left unresolved.
The pros of expressing our opinions at work
Employee voice is crucial for organisational success, innovation, individuals feeling they have some influence over matters that affect them, good communication, better problem-solving, employee engagement, performance and well-being. Learning to overcome our fears and speaking up can build our confidence, develop group connections, improve resilience, and positively influence others to share. Feeling comfortable in your voice is crucial to being active, immersive and contributing to the workplace with confidence.
Eight key ways to ensure we speak up in the workplace:
1) Metacognition
– It is important to be able to articulate ourselves in stressful or high-pressure moments. Metacognition is being aware of one’s own thinking. Training your brain to regulate before you respond and reframing differing opinions so they do not feel like a threat means we can experience them differently, respond appropriately, and share our own opinions respectfully.
2) Be a visible leader
– Lead by example to show others how to speak up, communicate well, and model transparency. Be present to listen to new ideas and include others. The more people see others speaking up and being heard, the more confident they may be in doing so themselves.
3) Take a deep breath and share (respectfully)
– Overcoming self-doubt, taking a deep breath, and stepping forward are the first steps to making your voice heard. Try Mel Robbins’ 5-4-3-2-1 technique to seize the moment.
4) Create the right space
– Value conversation and create opportunities for it in the office and online. Cultivate an open-door culture in the workplace and implement feedback loops or surveys to prioritise communication.
5) Leave no voice unheard
– Don’t just talk at people; engage in conversations, discussions, and brainstorms and truly actively listen. Ask for other people’s opinions and ideas to help them become more confident with sharing. Initiate conversations to help others grow, especially those who are suffering from imposter syndrome or those who are perhaps more introverted or neurodiverse. Level the playing field.
6) Find common ground
– By reiterating shared values and building trust in the workplace, we can begin to feel safer contributing and are likely to become more involved. We have to consider the consequences of using our voices and think about our intentions. Cognitive dissonance can be reduced by understanding that your voice is valuable, as are others. Not speaking up seems safer, but speaking up could help you, your colleagues, and the business as a whole.
7) Read between the lines
– Make sure you know your team and notice when things are being left unsaid. Being able to listen and support people can make the workplace a safer environment and show the team that respectful opinions, thoughts, and ideas are welcome.
8) Learn from mistakes
– This means reframing negatives to ensure a mistake is not a deterrent for people from speaking up or trying again and is instead seen as an opportunity for learning and growth.
See also Dr Lynda Shaw’s article on tackling anxiety at work.
