1st Edition
Speaking Up in a Culture of Silence Changing the Organization Activity from Bullying and incivility to One of Listening and Productivity
Chapter 1 - Introduction
- Working in the gap
- The chapters
Chapter 2 – The tyranny of the bed state meeting
- Background
- Meeting one – everyday tyranny
- Another version – sharing the anxiety.
- Summary
Chapter 3 – They would have died anyway
- A request refused
- Does it have to be like this?
- If can’t say this, what can I say?
- Facts and gaps
- Summary
Chapter 4 – Not in my name
- Introduction
- Story – not in my name
- Same moment heard differently.
- Leadership of ignorance
- Closing comments
Chapter 5 – The origins of my talk and silence
- Introduction
- Stories of growing up
- Stories – of work
- Stories of home
- Conclusion
Chapter 6 – A guide to speaking up
- Introduction
- Section 1 - What to think about before you speak
- Section 2 – In the moment
- Compassion not empathy
- Think about the job
- Conclusion
Chapter 7 – Can we talk about our conversational culture?
- Introduction
- Making the case – part 1
- Making the case – part 2
- Making the case – part 3
- Conclusion
Chapter 8 – Walking off the map
- Introduction
- Section 1 – What to avoid
- Section 2 – a step by step guide
- Closing comments
Chapter 9 – Staying hopeful
- Introduction
- The way of the ordinary
- What is an active silence?
- How do I remain hopeful?
- How do I manage the dilemma of belonging?
- Think in terms of a dilemma
- 5 What if I listen to the conversation in my head?
- Do I want to talk about this issue right now?
- Do I care about this issue right now?
- 9 Is it safe enough?
- So, what is possible?
- 1. It doesn’t have to be perfect
- 2. Just be there
- 3. Not staking one’s authority on always being right
- 4. And finally forgive yourself
Biography
David Naylor, DProf, MA, is a director of a consultancy practice researching and developing practical interventions to mitigate the effects of bullying and incivility for individuals, teams and services. Previously, he worked as a senior consultant at The King’s Fund. He has a professional doctorate and a MA in organisational change. He trained in consultancy at the Tavistock, facilitation at the University of Surrey and has a diploma in psychodynamic counselling from Birkbeck.
