Diving Deeper into the CVT Model
Explore the genesis story and background research that inspired me to create this leadership theory model. Understand the context of this model.
Genesis Story: Why the CVT Model Exists
This theory exists because I noticed that there is a consistent gap between what people think versus what they actually express in group environments, especially when it is a professional setting. From my own experience, I often have input and opinions on group discussions, but I often don’t voice them due to my self-doubt or desire to prevent damaging relationships. This becomes even more evident when I am in situations where a friend hurts me but doesn't voice my feelings or in my role as VP of Finance for PhiDE where I disagree with budgeting decisions but chose not to challenge them to avoid resistance from other officers. Through this portfolio and retrospective reflection, I realized that there are consistent patterns of internal hesitation combined by emotional and social aspects of the situation that prevent me from sharing my constructive feedback. Combining my conflict styles of Avoiding Turtle and Compromising Fox, I recognized a theory that others can likely relate to as well. The CVT Model was created to explain this silent gap between internal thought and external voice and offer a framework for understanding why and when people fail to speak up.
Research Behind CVT Model
The World Economic Forum states that in a study, only 2.6% of people told a research they had food on their lips. However, “when asked how they would feel about being told something similar, 86% of employees said they would rather receive the feedback, but only 48% said they actually would.” Most people fail to realize that “people are more willing to hear constructive feedback than we realize.” Unfortunately there is widespread fear of giving it. The CVT Model addresses the reasons why people often fail to give feedback and voice their concerns.
Additional research such as Emil Mogard’s study supports my theory’s emphasis on the impacts of social environment on one’s willingness to engage in conflict. Mogard’s research demonstrates how increased psychological safety increases management team effectiveness. His research results demonstrated that “the more team members perceive the climate as safe in terms of speaking their mind without the fear of repercussions, the more they partake in mutual collaboration, information sharing and experience ownership in the decisions being made.” These management teams performed better. Applying this to the CYT Model, it is evident that the social environment layer is essential for an individual to voice their concerns.
Another key insight comes from the ALTRES leadership guide on how to effectively give constructive feedback. The central paradox it illustrates is that many individuals avoid giving feedback out of fear of harming relationships, but their avoidance actually is shown to weaken team performance and trust. According to Gallup, “employees who receive meaningful feedback are 3.6 times more likely to be engaged." This supports the CVT model, emphasizing the fact that staying silent creates confusion and erodes trust, the foundations of every high-performing team.
All together, these research findings validate the core concept of the CVT Model that the decision to speak up is not simply willingness but is influenced by internal fear, social dynamics, and the perceived consequences. Developing the skill to effectively express constructive feedback and engage in conflict is essential for leadership. It gives teams diverse perspectives, opportunities for growth, and critical information.
When Best to Use this Model?
This model is most useful in environments where differing perspectives are necessary for successful collaboration and decision making of the team. It is especially relevant during the earlier stages of a team, when psychological safety is still developing. This is usually when silence after conflict is most likely to occur since members are not yet comfortable with each other.