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BUSINESS & COMMERCE
Does free speech work in our business culture? Free speech receives much attention in academic and public arenas as an important right in liberal democratic societies, especially on political issues. New research from Charles Sturt University suggests, however, that free speech in the Australian workplace may be more limited than we think. Do you think you have a right to speak freely at work? Business managers and their employees agree that speaking freely at work is very important to the success of the business. But does the business reality match the rhetoric? “Managers and non-managers agree that people have a right to free speech in the workplace, but this right is not matched by practice,” says Professor Tom Campbell from the national Centre for Applied Philosophy and Public Ethics. These comments arise from extensive interviews with senior executives, middle managers, supervisors and non-managerial employers carried out by Professor Campbell and Dr Rob Macklin from Charles Sturt University’s School of Business.
Professor Tom Campbell “People spend a major part of each day in the workplace, yet little research to date has delved into the prevalence of free speech at work,” Dr Macklin said. The researchers identified many major barriers to free speech in the workplace that can be placed into three groups: organisational culture, company politics and managerial competency. “Many interviewees suggested that people’s right to free speech have increased with the introduction of management strategies that increase employee participation,” Macklin said. “But the interviewees also argued that people's actual ability to speak freely at work is limited.”
Dr Bob Macklin When asked why people's ability to speak freely is limited, some managers attributed the silence to childhood conditioning, which encouraged deference to senior managers, even though they sought ideas from employees. Managers also recognised that past authoritarian work cultures had not completely disappeared, so employees may curb their comments for fear of work “sanctions”. Middle managers and non-managerial employees, on the other hand, highlighted the silencing effects of old-style management and incompetent managers. “Some complained of managers with poor communication skills, over-dominance, disinterest, aloofness or being just plain too busy. Others explained how company politics might promote prudence in speaking out or speaking with colleagues. People fear compromising their careers,” Dr Macklin said. These employees were aware that their workmates might not be friends or share similar values and beliefs, which stifle opinions. The study’s interviewees comprised men and women from five regional and metropolitan business organisations located in regional Victoria, regional NSW and metropolitan Sydney. The businesses are in financial and business services, packaging and food manufacturing, as well as one small business with less than 25 employees. ends
Editor's Note: Professor Campbell is a senior international researcher in the Centre for Applied Philosophy and Public Ethics (CAPPE), while Dr Macklin is a senior business lecturer at CSU based in Albury, NSW, Associate Director of the University’s Centre for Research into Professional Practice, Learning and Education (RIPPLE) and a member of CAPPE. Related Images:  |
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