Giving Voice To Values

Gentile focuses on the development of a “voice” for expressing values in the workplace and emphasizes that voicing values is not a one-time event, but a skill that develops through practice and self-awareness. She highlights that there are many ways to express values, and it’s important to find an approach that works for both the individual and the situation. Some may feel comfortable using direct and assertive language, while others might prefer using questions or finding common ground. She uses the example of Cecilia, a diversity consultant, who avoided confrontation by framing her concerns through a series of thoughtful questions, which allowed her to express her values in a way that aligned with her communication strengths.

The chapter also stresses the importance of understanding organizational context since different environments can either encourage or stifle the expression of values. Gentile references research by scholars such as Amy Edmondson and Elizabeth Morrison to emphasize that certain organizational structures—like hierarchical systems or closed leadership styles—can discourage employees from speaking up. Edmondson’s research into the dynamics of “unspeakable” topics highlights how individuals may silence themselves if they believe an issue is outside their prescribed professional role or not part of their official duties.