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

Abstract

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.

Keywords

• organizational silence
• acquiescent silence
• learned helplessness
• control perceptions
• voice instrumentality