Many organisations declare that the ability for employees to speak out about organisational matters is important for organisational development. However, recent literature reports a widespread fear of retaliation among employees if they express themselves – especially within the police. The point of departure of the present article is the tension and discrepancy between official policy and officers’ accounts of the conversational climate within the police. Through empirical examples from data consisting of field studies and 33 interviews with police officers in subordinate ranks, this article describes how employees learn and reproduce informal norms that condition the conversational and working climate within the organisation. In contrast to official guidelines within the police, employees learn the informal cultural norms of keeping a low profile and remaining silent through everyday talk. Theories that stress how discourses, storytelling, and noisy silences accomplish social action are used to explain why these informal norms are given such power within an institutional setting.
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