悉尼大学商学院和隆德大学的最新研究表明，任命魔鬼代言人可能是鼓励人们在会议上分享想法的众多策略之一。 贝蒂娜·斯库德拉雷克教授发表在管理学习与教育学院的这项新研究，通过对西方一所顶尖商学院18名学者的采访，了解了阻碍人们在会议上发言的障碍。 该研究的主要作者贝蒂娜·什库德拉雷克教授说：“每个人都经历过在与领导人和决策者的会议上保持沉默后，听到人们私下抱怨工作中的问题时的沮丧。”。 “我们发现，对职业生涯损害的恐惧和无论如何都不会改变的感觉并不是阻止人们发声的主要原因——这些明确的原因往往是更广泛动机的借口。 “研究人员确定了四种与会议沉默有关的主要行为：机会主义：关注个人职业进步，自我利益超过组织目标，导致人们看不到为组织变革做出贡献的价值；便利：渴望简单的工作生活，在这种生活中，会议期间保持沉默被视为限制对不期望的工作流程采取行动的最有效方式；无能：认为只有少数人有能力在会议上领导和发言；超然：与“安静辞职”的趋势有关，在这种趋势中，人们只关注狭窄的事情范围，对自己的工作场所没有责任感或联系。 szkudlarek教授承认，虽然这项研究涉及一个小而具体的样本，但她相信这些发现可能会在学术界之外得到应用。 为了提高会议的参与度，她建议领导者和参与者改变结构、仪式和期望，以鼓励投入，并帮助会议有效利用每个人的时间。 szkudlarek教授说：“领导人应该期待人们有准备地参加会议，并分享他们的观点和想法。”。 “他们还可以组织分组小组，鼓励分享想法，并让小组负责领导讨论——尤其是围绕组织痛点的讨论——以及实施行动，这需要他们在日常工作中投入专门的时间。 这是关于创造一种正常发声的文化，即使这意味着任命某人为魔鬼代言人来开始对话。 贝蒂娜·斯库德拉雷克教授还建议，那些已经倾向于发声的员工应该与安静的同事建立联盟。 她说：“集体的声音更有力量：从长远考虑，保持参与，并为实施变革承担责任。”。 “对于那些努力发声的人：要勇敢。 停止将提出对你重要问题的责任外包给他人。 你的声音锻炼得越多，你的影响力就越大。 ”。an appointed devils advocate could be one of the many strategies to encourage people to share ideas in meetings, according to new research from the university of sydney business school and lund university.professor betina szkudlarekthe new research, published in the academy of management learning & education, draws insight from interviews with 18 academics at a top western business school to understand the barriers that prevent people from speaking up in meetings.“everyone has experienced the frustration of hearing people complain in private about an issue at work after staying silent in a meeting with leaders and decision-makers,” said professor betina szkudlarek, lead author of the study.“we found that a fear of career damage and a sense that nothing would change anyway, were not the main reasons preventing people from speaking up – these expressed reasons often served as excuses for a wider range of motivations.”the researchers identified four main behaviours related to silence in meetings:opportunism: a focus on individual career progress, in which self-interest outweighs organisational goals, leads to people not seeing value in contributing to organisational change;convenience: a desire for an uncomplicated working life, in which silence during meetings is seen as the most efficient way to limit the need to take action on the undesired work processes;ineptitude: the belief that only a few people possess the ability to lead and speak up in meetings;detachment: related to the trend of ‘quiet quitting’, in which people focus solely on the narrow scope of things and do not feel responsibility for, or connection to, their workplace. professor szkudlarek acknowledged that while the study involved a small and specific sample, she believes the findings could have applications beyond academia.to improve meeting participation, she suggests leaders and participants change structures, rituals and expectations to encourage input, and help make meetings a productive use of everyone’s time.“leaders should expect that people come to the meeting prepared and are expected to share their views and ideas,” professor szkudlarek said.“they can also run breakout groups to encourage idea sharing and give the groups responsibility for leading discussions – especially around organisational pain points – and implementing actions, which requires dedicated time in their regular workload.it’s about creating a culture in which speaking up is normal, even if that means appointing someone as a devil’s advocate to get the conversation started.professor betina szkudlarekprofessor szkudlarek also suggested those workers already inclined to speak up should create alliances with their quieter colleagues.“a collective voice has more power: think long term, stay engaged and exercise responsibility for enacting change,” she said.“for those who struggle to speak up: be courageous. stop outsourcing the responsibility to others for raising the issues that are important to you. the more you exercise your voice, the more impactful you will become.”.本文来源： 如何让人们在会议上畅所欲言
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