Most managers would agree that employees should speak up when they have concerns, ideas, or feedback. These same managers would also likely agree that, as bosses, they play an important role in determining whether employees do indeed offer input. After all, employees often take cues from those in authority, and when managers invite and encourage participation, employees follow suit. However, managers often avoid inviting employees to provide input or discourage those who do speak up. Why? My research explores the structural and psychological factors that lead managers to resist input and ignore or discount it when it is offered.