In the case study “Follow Dubious Orders or Speak Up?,” Susan is a new intern at a technology security company. In her first meeting with her manager, he tells her to reach out to target companies and contacts using her university email address, and to introduce herself as an MBA student. However, she feels uncomfortable–she does not want to misrepresent her position and shade her corporate affiliation in those emails.
This presents a quandary for Susan, who had previously been excited about this internship. If Susan speaks up to her manager, she risks his disapproval if he is not very receptive to differing opinions on how the work had historically been done. Susan could even lose her internship if she does not follow his instructions, even if they seem ethically dubious to her.
As Susan considers the tradeoffs of bringing up her concerns, the article “How to Speak Up When It Matters” outlines a three-step plan that Susan could apply:
(1) Realize that speaking up can be both psychologically challenging and valuable. Susan feels discomfort regarding her manager’s instructions. She can begin by acknowledging that her feelings are understandable and legitimate.
(2) Work to decrease the social threat created by speaking up. When bringing something up to another person, it is important to recognize that it can challenge their beliefs and values too. If Susan wants to speak up, she should make it clear that she is not aiming to challenge her manager’s status, and should frame her suggestion in a positive, collaborative manner.
(3) Create a plan. Susan can outline if-then scenarios to provide more clarity on how she can approach different scenarios.
By following these steps, Susan can be more prepared to take action, speaking respectfully and productively if needed, and can feel more confident in her decisions.
