Abstract
ABSTRACT This study aims to uncover what reasons lead public employees to dissent in the public sector. The study finds that (1) the use of dissent may be an effective buffering tool in mitigating the negative effects of poor policy and leadership from harming the organization, and (2) that dissent may advance institutional learning when effectively incorporated into policy and decision-making processes. By encouraging dissent and employing simple listening techniques, leaders may reduce the risk of guerrilla government. A model of institutional conflict and interactions is offered, and implications are discussed.
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