Abstract
Whistleblowing in the Wind Towards a Socially Situated Research Agenda: A Response to Recent Commentaries.
Highlights
Mannion and Davies to be understood and better handled
We would like to thank all those who responded to our editorial: ‘Cultures of Silence, Cultures of Voice: Whistleblowing in Healthcare Organisations.’[1]. Each commentary critically engaged with the ideas we set out, offering some affirmation and taking the discussions in new directions with important implications for the development of the future research agenda in this area
Sonja Cleary and Kerrie Doyle[4] argue that we need a better understanding as to why some healthcare managers display the courage to hear negative feedback and take appropriate action, and the courage to refrain from inappropriate action such as scapegoating those voicing bad news
Summary
Mannion and Davies to be understood and better handled. Schein argues that the most important adaptive move that can be taken by leaders is to reduce professional distance and ‘personalize’ their relationships with employees: getting to know them as individuals rather than as occupants of technical or professional roles. We would like to thank all those who responded to our editorial: ‘Cultures of Silence, Cultures of Voice: Whistleblowing in Healthcare Organisations.’[1] Each commentary critically engaged with the ideas we set out, offering some affirmation and taking the discussions in new directions with important implications for the development of the future research agenda in this area.
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