that nurses were less silent when they identified with their workgroup, felt proud of and attached to their jobs, and perceived a high level of fairness in the workplace. These startling revelations relate to Pfeffer's key point of acting like one has it (confidence and power); perception is everything and perception is reality. He states, “We choose how we will act and talk, and those decisions are consequential for acquiring and holding on to power” (2010). It is clear when employees feel they don't have a stake, a personal investment, in an organization, they will choose to remain silent. So how can organizations reduce employee silence and increase employee commitment? According to Ewing (1977), managers need to create a safe place for employees to voice their concerns. They should create a comfortable, open space or environment where employees do not feel intimidated or threatened by either internal or external circumstances. Tangirala and Ramanujam (2008) suggest that organizational pride should be enhanced in the minds and souls of workers. Employees need to feel a high amount of satisfaction in order to positively identify with their organization. Managers can also increase employee pride in their professions by giving constructive feedback after projects are completed and by engaging in constant training to continually enhance performance. Employees need to feel like their contributions matter, and that their work is significant and meaningful. When this occurs, employees will feel like they truly do matter in an organization; they will become active players and voice their concerns freely and without fear. They will more positively identify with their organizations, thus bringing the whole idea of employee identity, communication and job satisfaction full circle. Effects Organizational effects Employee silence is extremely detrimental to organizations, often causing an “escalating level of dissatisfaction” among employees, “which manifests itself in absenteeism and turnover and perhaps other undesired behaviors”. Communication is the key to an organization's success. If employee silence does occur, communication suffers, and as a result harms the overall functioning of the organization. In his article “Get Talking”, author Chris Penttila says, “employee silence is killing innovation and perpetuating poorly planned projects that lead to defective products, low moral and a damaged bottom line”. This indicates how much an organization can suffer just because of a lack of proper communication. In an article titled “Re-Creating the Indifferent Employee”, Carla Joinson talks about negative effects of employee silence such as