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Lonely are the brave: When the organizational culture clashes with individual beliefs

Snéha Khilay (Blue Tulip Training, Watford, United Kingdom.)

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 8 June 2015




Highlights the notion of a dominant organizational culture and examines what can happen when this conflicts with an individual employee’s set of beliefs.


Provides examples of employees who have challenged the dominant culture in their organization and considers some of the outcomes.


Investigates how people get caught up in the “need-to-be-liked” syndrome and behave in a manner that causes discomfort, yet continue to do so while occasionally losing sight of strongly held values or perspectives.

Practical implications

Tells the stories of individuals who, although their fight for justice involved difficulties and emotional grief, had to take responsibility and focus on the outcome they wanted, basically to continue their personal and professional lives with their heads held high.


Recounts cases of individuals who have faced adversity in their work because of them voicing their differences, raising concerns and being treated in a negative manner as a result.



Khilay, S. (2015), "Lonely are the brave: When the organizational culture clashes with individual beliefs", Human Resource Management International Digest, Vol. 23 No. 4, pp. 1-4.



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Copyright © 2015, Emerald Group Publishing Limited

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