Breaking the Silence: Techniques for Addressing Undiscussables in the Workplace

In an article shared by Ben Gibbs, Jim Detert, the John L. Colley Professor of Business Administration at the University of Virginia’s Darden School of Business, discusses how leaders can create environments where communication is fuller, decision-making is fairer, and deep-rooted barriers to progress are addressed. Detert emphasizes that the goal is not to create a workplace where everyone has a say in every decision, but rather one where openness and transparency are the norms. He argues that this won’t happen unless leaders have the courage to explore the deep, often unspoken rules that hinder such progress.

Here are three techniques Detert shares to help leaders start these important conversations:

1. Discuss the Undiscussables: Gather a group you trust and ask the question, “What undiscussables would we discuss if we decided to discuss our undiscussables?” This prompt, inspired by Harvard Business School professor Chris Argyris, adds a touch of humour while encouraging the group to surface topics that have previously felt unsayable.
2. Fix the Follies: Ask employees to identify “follies”—those contradictions where the organisation claims to value something but rewards the opposite. Examples might include promoting collaboration but incentivising individual achievements. This idea draws from Steven Kerr’s work on “the folly of hoping for A while rewarding B.”
3. Explore the “Veil Fails”: Based on philosopher John Rawls’s “veil of ignorance” theory, this technique encourages people to reflect on fairness without considering their own status. Leaders can ask a diverse group, “What do some employees think is highly unfair around here, depending on their role?” This phrasing makes it easier for employees to point out systemic inequities without fear of backlash.

Now, just imagine implementing these ideas during a staff inset. What if we gave teachers (or our employees) the opportunity to think these questions through? As Detert writes in his article (which is well worth a read: here), “All you have to do is give a couple of examples of what you mean by this, and people will be off to the races.” Envisage a staff inset with shiny eyes (borrowed from the wonderful Benjamin Zander), lots of laughter, and a group of empowered teachers who feel energised to engage in meaningful discussion with you.

Thank you, Ben, for sharing this article!

About the Author: Jim Detert is the John L. Colley Professor of Business Administration at the University of Virginia’s Darden School of Business. He is also the author of Choosing Courage: The Everyday Guide to Being Brave at Work (Harvard Business Review Press, 2021)