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Employees often disagree with workplace policies and practices, leaving few workplaces unaffected by organizational dissent. While disagreement persists in most contemporary organizations, how employees express dissent at work and how their respective organizations respond to it vary widely. Through the use of case studies, first-person accounts, current examples, conceptual models, and scholarly findings this work offers a comprehensive treatment of organizational dissent. Readers will find a sensible balance between theoretical considerations and practical applications.
Theoretical considerations include:how dissent fits within classical and contemporary organizational communication approaches
dissent’s relationship to, yet distinctiveness from, related organizational concepts like conflict, resistance, and voice
explanations for why employees express dissent and how they make sense of it
the relationship between organizational dissent and ethics
recommendations for employees expressing dissent and managers responding to it
consideration of the range of events that trigger dissent
strategies employees use to express dissent and tools organizations can apply to solicit it effectively
the unique challenges and benefits associated with expressing dissent to management
Author Biography
Jeffrey Kassing is Associate Professor of Communication at Arizona State University.
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