1. The propensity to remain quiet rather than speak out is probably more common in certain cultures where deference to authority is expected. There, you need to take extra care that surfacing of conflicts do not cause morale issues.
2. I would actually put the onus on leaders to provide the right culture in the team. Very often, leaders would say they encourage differences of opinion, but would set a different example with their actions, body language, etc.

I believe there are really two fundamentals aspects to this problem. Let’s face it, it is a problem.

First, there’s the matter of communication. I think the best leaders do a better job communicating the importance of action. That their every interaction results in engaging discussion for the purpose of decision or action and they are rarely involved in discussion that results in talking “about” something without resolve. I believe that people begin to identify with these individuals as the leaders who will move a topic, project or the business forward. They establish themselves as leaders and personalities of action and their presence means “pay attention” and “speak up”, because something will result in every meeting.

Secondly, there’s credibility and relationship. Are you known for taking the wrong action repeatedly, or driving action that is not among the organizations’ priorities? I believe that having knowledge of what’s important to the business and winning battles that are aligned to the interests of the business is paramount. You will quickly loose credibility if you’re always involved in matters that are of little consequence. Or find yourself in conflict all the time. Be supportive of others with good ideas and initiatives so you’re not always in the forefront of problems. Be informed, have allies and earn the respect of those making the important decisions. I have to believe that you soon find yourself as their peers.

Signed, Greg in Calgary, Canada