Voice in the Void: From Voice to Acquiescent Silence over Time as Learned Helplessness in Organizations

• Clement F. A. Andrieu ^[1] ; Isabelle Milhabet ^[1] ; Ambre Denis-Noël ^[2] ; Dirk D. Steiner ^[1]
  1. [1] Université Côte d'Azur

     Université Côte d'Azur

     Arrondissement de Grasse, Francia

     
  2. [2] Aix Marseille Univ, LPC, Marseille, France
• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 40, Nº 2, 2024, págs. 103-118
• Idioma: inglés
• DOI: 10.5093/jwop2024a9
• Títulos paralelos:
  • La voz anulada: de la voz anulada al silencio aquiescente en el tiempo como indefensión aprendida en las organizaciones
• Enlaces
  • Texto completo
• Resumen
  • español

    Los miembros de una organización pueden ser reacios a expresar opiniones o preocupaciones porque sienten que hablar es inútil. Este fenómeno, denominado «silencio aquiescente», se examina en este artículo desde la perspectiva la teoría de la indefensión aprendida. Hemos puesto a prueba el efecto de aprendizaje generado por repetidos fracasos para influir a lo largo del tiempo en situaciones en las que se puede expresar la opinión. Este aprendizaje podría fomentar un estado de silencio aquiescente que refleja indefensión aprendida. Dos estudios experimentales (N = 654) mostraron que los individuos expuestos a casos repetidos de baja instrumentalidad de la opinión eran menos propensos a utilizar nuevas oportunidades de expresar su opinión y se sentían cada vez más indefensos. Estos resultados arrojan luz sobre el impacto de la ineficacia percibida en los empleados para manifestar la opinión en el futuro y se propone un marco para clarificar el desarrollo del silencio aquiescente con el tiempo.

  • English

    Organizational members may be reluctant to express opinions or concerns because they feel that speaking out is futile. This phenomenon, named “acquiescent silence,” is examined in this paper through the lens of learned helplessness theory. We tested the learning effect generated by repeated failures to influence situations with voice over time. This learning could foster a state of acquiescent silence that mirrors learned helplessness. Both experimental studies (N = 654) showed that individuals exposed to repetitive instances of low voice instrumentality were less likely to use new voice opportunities and felt increasingly helpless. These findings shed light on the impact of perceived voice ineffectiveness on employee future voice behaviors and propose a framework clarifying the development of acquiescent silence over time.

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