Dr. Travis Burns, Ed.D.

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#VAchat Conversation on Organizational Dissent in Schools

Join in for the next #VAchat Monday evening, November 5th from 8-9 Eastern (7 Central, 5 Pacific). The conversation will focus on organizational dissent in schools. The degree to which employees communicate dissent and whom they communicate it to may have implications for school climate and student achievement. Organizational dissent may be defined as expressions of disagreement or opposing views related to supervisor decisions and/or organizational policies, procedures, or practices. Kassing (1997) divided acts of organizational dissent into three distinct subsets: articulated dissent, latent dissent, and displaced dissent.

Articulated dissent refers to the degree to which employees communicate disagreement openly and directly to supervisors. Kassing (2001) determined that employees who communicated dissent directly to supervisors were perceived as having influence while also possessing high levels of organizational commitment and job satisfaction.

Latent dissent involves employee expressions of disagreement directed at lateral audiences such as co-workers. This form of dissent may negatively influence organizational climate.

Displaced dissent is concerned with employee expressions of disagreement to family members, friends, and individuals who are not affiliated with the organization. This form of dissent may lead to negative perceptions of the organization by external audiences.

How does dissent manifest itself in schools? Does Kassing’s taxonomy of dissent hold true for schools? What are the consequences of dissent in schools? How might dissent benefit a school organization? What role does teacher voice play in bringing about change and promoting school climate? Share your thoughts on these questions and more by joining us for the conversation on October 29th.

Goodboy, A., Chory, R., & Dunleavy, K. (2008). Organizational dissent as a function of organizational justice. Communication Research Reports, 25, 225-265.

Kassing, J. W. (1997). Articulating, antagonizing, and displacing: A model of employee dissent. Communication Studies, 48, 311-332.

Kassing, J. W. (2001). From the looks of things: Assessing perceptions of organizational DissentersManagement Communication Quarterly February 2001 vol. 14 no. 3 442-470.

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This entry was posted on October 24, 2012 by and tagged , , , , .

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