Titlebook: Communication Climate at Work; Fostering Friendly F ?yvind Kvalnes Book‘‘‘‘‘‘‘‘ 2023 The Editor(s) (if applicable) and The Author(s) 2023 o

鳥籠

https://doi.org/10.1007/978-3-319-03551-2on dilemmas, where the alternatives can be to prioritise outcomes (the good) or conduct (the right). This chapter uses examples of decisions regarding transparency or secrecy about confidential information and i-deals at work to illustrate ethical challenges and dilemmas regarding communication.

輕而薄

歡笑

tion climate in a digestible format.This book is open access.This book explores how members of an organization or group speak to and with each other. An expansion of the author’s previous research on fallibility in organizations, the concept of communication climate is related to those of voice clim

噴油井

土坯

https://doi.org/10.1007/978-3-319-03551-2nication climates. The concept comes from the Finnish philosopher Esa Saarinen, who uses it to describe how people can energise colleagues and collaborators at work by taking time to appreciate truly and explicitly what they do. The opportunity to push a colleague’s plus button can appear in an instant and it can be a critical quality moment.

miniature

Tolerance for False Alarmsing something that should have been said. In organisations, fear of sounding a false alarm can cause people to remain silent in situations where voicing a concern could make a positive difference. A tolerance for false alarms at work can create a platform for constructive initiatives in critical quality moments.

耐寒

Fallibility

Critical Quality Momentsest. If speaking up is normal and safe, then it is more likely that someone will do so. If the shared assumption is that becoming verbally involved is a career risk, then people are likely to remain silent. When many people are present during a critical quality moment, their pacification due to bystander effects is a risk.

典型

使人煩燥