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Under a Creative Commons license Open access Highlights• Healthcare organisations often struggle to access and make use of employee voice. •The concept of the ‘informal organisation’ helps to explain and address this issue. •Some aspects of informal organisation may facilitate voice; others inhibit it. •Informal and formal organisation interact with one another in complex ways. •Interventions to improve voice should anticipate and account for these interactions. AbstractThe importance of employee voice—speaking up and out about concerns—is widely recognised as fundamental to patient safety and quality of care. However, failures of voice continue to occur, often with disastrous consequences. In this article, we argue that the enduring sociological concepts of the informal organisation and formal organisation offer analytical purchase in understanding the causes of such problems and how they can be addressed. We report a qualitative study involving 165 interviews across three healthcare organisations in two high-income countries. Our analysis emphasises the interdependence of the formal and informal organisation. The formal organisation describes codified and formalised elements of structures, procedures and processes for the exercise of voice, but participants often found it frustrating, ambiguous, and poorly designed. The informal organisation—the informal practices, social connections, and methods for making decisions that are key to coordinating organisational activity—could facilitate voice through its capacity to help people to understand complex processes, make sense of their concerns, and frame them in ways likely to prompt an appropriate organisational response. Sometimes the informal organisation compensated for gaps, ambiguities and inconsistencies in formal policies and systems. At the same time, the informal organisation had a dark side, potentially subduing voice by creating informal hierarchies, prioritising social cohesion, and providing opportunities for retaliation. The formal and the informal organisation are not exclusive or independent: they interact with and mutually reinforce each other. Our findings have implications for efforts to improve culture and processes in relation to voice in healthcare organisations, pointing to the need to address deficits in the formal organisation, and to the potential of building on strengths in the informal organisation that are crucial in supporting voice. KeywordsInformal organisation Organisational culture Safety culture Healthcare Cited by (0)© 2021 The Author(s). Published by Elsevier Ltd. This is a preview. Log in through your library. Abstract Selected recent research dealing with change in a variety of roles is reviewed in order to formulate general principles governing role change. Studies of quasichange reveal conditions leading to the abortion of potential role change. Studies of occupational, family, and gender role change reveal the sources of impetus to role change and the conditions facilitating and impeding the implementation of change. A tentative general model for role change is suggested on the basis of the evidence reviewed. Journal Information The Annual Review of Sociology®, in publication since 1975, covers the significant developments in the field of Sociology. Topics covered in the journal include major theoretical and methodological developments as well as current research in the major subfields. Review chapters typically cover social processes, institutions and culture, organizations, political and economic sociology, stratification, demography, urban sociology, social policy, historical sociology, and major developments in sociology in other regions of the world. This journal is intended for sociologists and other social scientists, as well as those in the fields of urban and regional planning, social policy and social work. It is also useful for those in government. Publisher Information Annual Reviews was founded in 1932 as a nonprofit scientific publisher to help scientists cope with the ever-increasing volume of scientific research. Comprehensive, authoritative, and critical reviews written by the world's leading scientists are now published in twenty-six disciplines in the biological, physical, and social sciences. According to the "Impact Factor" rankings of the Institute for Scientific Information's Science Citation Index, each Annual Review ranks at or near the top of its respective subject category. A searchable title and author database and a collection of abstracts may be found at https://www.annualreviews.org//. The web site also provides information and pricing for all printed volumes, online publications, and reprint collections. Rights & Usage This item is part of a JSTOR Collection. Which of the following team member roles are considered task roles?Task-related roles typically serve leadership, informational, or procedural functions. In this section we will discuss the following roles and behaviors: task leader, expediter, information provider, information seeker, gatekeeper, and recorder.
Which of the following is a maintenance role?The maintenance roles we will discuss in this section include social-emotional leader, supporter, tension releaser, harmonizer, and interpreter.
Which of the following is not defining characteristics of a small group according to the textbook?Which of the following is not a defining characteristic of a small group according to the textbook? All of the communication interaction in the group is oral, verbal communication.
Which of the following is not one of the ways of determining if the topic is narrow enough?Which of the following is NOT one of the ways of determining if the topic is narrow enough? The topic will appeal to the audience.
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Which of the roles described below is more an informal role than a formal role?
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