对不公正的沉默很有说服力:什么时候以及如何沉默会影响管理者的看法
Hannah J Birnbaum1, Kaylene J McClanahan2, Miguel Unzueta2
1Department of Organizational Behavior, Olin Business School, Washington University in St. Louis.
The Journal of applied psychology
|September 30, 2024
概括
管理层对社会不公正的沉默可以塑造对偏见的看法. 选择性沉默,为一个群体而不是另一个群体发声,可以表明对边缘化群体的偏见更大,支持更少.
科学领域:
- 组织行为 组织行为
- 社会心理学 社会心理学
- 工作场所动态工作场所动态
背景情况:
- 反对社会不公正的发言可以促进包容性的工作场所,但沉默是常见的.
- 管理层对不公正的沉默可能会对对外群支持的看法产生负面影响.
研究的目的:
- 调查管理者的沉默,特别是选择性的沉默,如何影响员工对管理者的偏见和对外部群体的支持的看法.
- 了解过去的行为 (发言与沉默) 对当前对社会不公正的管理行为的看法的影响.
主要方法:
- 研究1:对员工进行调查,以评估对管理层沉默及其影响的看法.
- 研究2-10 (包括补充研究):九项实验研究操纵经理们过去和现在的沉默/对集团内和集团外的不公正言论.
- 基于沉默模式,分析观察者对管理者偏见和对外部群体的支持的看法.
主要成果:
- 选择性沉默 (为内组发声,对外组不公正保持沉默) 会导致对更大的偏见和更少的外组支持的看法.
- 与选择性沉默相比,对内部和外部群体不公正的持续沉默会导致人们对偏见的看法较小.
- 对外群不公正的发言,然后对随后的外群不公正保持沉默,被认为比完全沉默更为积极.
结论:
- 管理层的沉默不会被视为中立的;它的背景和历史在很大程度上影响了对偏见和包容性的看法.
- 选择性沉默可能是有害的,标志着偏见,并破坏对边缘化群体的支持.
- 组织应考虑管理层沉默的细微影响,并鼓励积极参与社会正义问题.
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