Are You Leading a K-Shaped Organization?
Economists use the term “K-shaped” to describe an economy in which some groups pull ahead while others fall behind. A similar divergence can take shape inside organizations, especially during periods of change. Research on organizational silence can explain why this happens. When employees believe speaking up is risky or futile, concerns are more likely to remain hidden (Morrison & Milliken, 2000). Under threat, people and organizations can narrow their attention and fall back on familiar routines (Staw, Sandelands, & Dutton, 1981). Over time, leaders and employees can begin to inhabit different experiences of the same change: Leaders become increasingly confident that progress is being made, while employees experience growing friction, anxiety, or fatigue. That divergence can be pictured as a K. Before the change, the vertical stem represents a roughly shared reality about how work gets done. At the point of launch—a new system goes live, a restructuring is announced, or an AI tool is rolled out—the line splits into two branches. One reflects what leaders believe; the other reflects how people feel as they …







