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Likelier

Regret d’agir vs. de ne pas agir

Parler d'un problème vs se taire pour éviter le conflit

Si vous agissez

Prendre la parole

38%

Si vous n’agissez pas

Garder le silence

53%

Pourcentage de personnes qui regrettent ensuite chaque choix. Les barres et le registre complet s’affichent ci-dessous.


Carrière

Dernière révision 2026-04-26

Qualité des preuves 4.75/5

Score d’évaluation en huit dimensions selon la grille de qualité . Chaque dimension notée de 1 à 5.

D1 Vérification des sources
5/5
D2 Autorité et indépendance des sources
5/5
D3 Précision du taux de regret
4/5
D4 Comparabilité des sources
5/5
D5 Motif de Gilovich
5/5
D6 Qualité de la prose
5/5
D7 Complétude des réserves
5/5
D8 Qualité de l’échantillon
4/5
Moyenne 4.75/5
Preuve directe
Two identical office chairs at a conference table, one pushed back with a microphone in front, the other tucked in with an empty place setting.

Regret d'action

Prendre la parole

38%

38% regrettent d'avoir pris la parole dans une réunion

Travailleurs aux États-Unis, Royaume-Uni, France, Allemagne

rétrospective, pas de calendrier fixe

Regret d'inaction

Garder le silence

53%

53% regrettent de ne pas avoir pris la parole dans une réunion

Travailleurs aux États-Unis, Royaume-Uni, France, Allemagne

rétrospective, pas de calendrier fixe

% regrettent ce choix

inaction dominates — L'inaction domine — la plupart regrettent de ne pas avoir agi.

Décisions associées

Décisions sémantiquement similaires — même terrain, compromis différents.

career

Changement de carrière

% regrettent ce choix

L'inaction domine

Regret d'inaction 1.5× plus élevé

careerDirecte

Demander une augmentation

% regrettent ce choix

L'inaction domine

Regret d'inaction 3.0× plus élevé

career

Quitter son emploi

% regrettent ce choix

L'inaction domine

Regret d'inaction 2.2× plus élevé

career

Carrière vs équilibre

% regrettent ce choix

L'action domine

Regret d'action 1.3× plus élevé

career

Chasser la promotion vs accepter le rôle

% regrettent ce choix

L'inaction domine

Regret d'inaction 1.9× plus élevé

lifestyle

Admettre erreur grave vs. la dissimuler

% regrettent ce choix

L'inaction domine

Regret d'inaction 2.9× plus élevé

career

Créer son entreprise

% regrettent ce choix

L'inaction domine

Regret d'inaction 5.5× plus élevé

lifestyle

Manifester vs. silence

% regrettent ce choix

L'inaction domine

Regret d'inaction 3.3× plus élevé

53% of workers say they have regretted not speaking up in a meeting, compared to 38% who regret having spoken up, according to Resume Now’s International Career Regrets Survey of 1,000 workers across the US, UK, France, and Germany. The gap is real but moderate — a 1.4:1 ratio that puts workplace voice closer to “balanced” than the lopsided inaction dominance seen in domains like travel or career risk-taking. A separate Zety survey of over 1,000 US workers found that 98% harbored some form of career regret, with women regretting not speaking up at a rate 34% higher than men.

The academic underpinning comes from Detert and Edmondson’s 2011 research on implicit voice theories — the taken-for-granted beliefs employees hold about when speaking up is risky or futile. Across 190 interviews and follow-up survey studies, they documented five distinct self-censorship rules that suppress voice even when the message would benefit the organization. The mechanism is straightforward: people default to silence because the social cost of speaking up (embarrassing a manager, being labeled a troublemaker) feels immediate and concrete, while the cost of silence (a problem festers, an opportunity evaporates) is diffuse and delayed. Gilovich and Medvec’s temporal pattern predicts exactly this: the sting of having spoken up fades as people rationalize or forget, but the nagging sense of “I should have said something” compounds over time.

The modest delta here deserves a caveat the flashier regret pairs do not need. Speaking up at work is not costless — 43% of employees fear retaliation for voicing concerns, and research shows that frequent or low-quality voice can lower status and performance ratings. This is one of the few domains where action regret holds non-trivial ground because the consequences of speaking up (a damaged relationship, a lost promotion) can be concrete and lasting. The directional finding still favors action, consistent with the broader regret literature, but the margin is narrow enough that blanket advice to “always speak up” would overstate what the data support.

Sources : action

Registre des sources

Chaque chiffre ci-dessous correspond à ce que la source a rapporté, avec la citation textuelle sur laquelle nous nous sommes appuyés et la méthode de calcul. Cliquez sur un lien pour vérifier directement.

1/2 sources vérifiées de manière indépendante, mot pour mot, par rapport à la source citée

  1. [1] Resume Now — The Road Not Taken: Greatest Career Regrets Revealed Vérifié
    The Road Not Taken: Greatest Career Regrets Revealed

    See all 8 Likelier entries citing this source →

    Statistique
    38% of workers have regretted speaking up in a meeting
    Extrait
    “"53% have regretted not speaking up in a meeting, compared to 38% who have regretted speaking up in a meeting." ”
    Données source de
    2025-01-10
    Consulté le
    2026-04-26
    Vérification
    Extrait récupéré et confirmé de manière indépendante, mot pour mot, par rapport à la source citée lors de notre audit de vérification.
    Calcul
    Resume Now International Career Regrets Survey of 1,000 workers across four countries (US, UK, France, Germany), fielded January 2024. The 38% figure represents those who specifically regretted having voiced an opinion in a meeting. Used directly as action- side regret rate.
  2. [2] Journal of Management Studies — An Exploratory Study of Employee Silence: Issues that Employees Don't Communicate Upward and Why
    An Exploratory Study of Employee Silence: Issues that Employees Don't Communicate Upward and Why
    Statistique
    85% of employees reported situations where they felt unable to raise an issue to a supervisor despite believing it was important; the most frequent reason was fear of being labeled negatively
    Extrait
    “"85% of respondents said they had been in situations where they felt unable to raise an issue to a supervisor even though they felt the issue was important. The most frequently mentioned reason for remaining silent was the fear of being viewed or labeled negatively, and as a consequence, damaging valued relationships." ”
    Données source de
    2003-09-01
    Consulté le
    2026-04-26
    Calcul
    Milliken, Morrison & Hewlin (2003), Journal of Management Studies 40(6), 1453-1476. Interviewed 40 full-time employees across diverse industries. The 85% figure establishes that the vast majority of employees have experienced the voice/silence dilemma. The fear of negative labeling explains why action regret (38%) is non-trivially high in this domain — speaking up carries real social risk that does not fade easily.

Sources : inaction

Registre des sources

Chaque chiffre ci-dessous correspond à ce que la source a rapporté, avec la citation textuelle sur laquelle nous nous sommes appuyés et la méthode de calcul. Cliquez sur un lien pour vérifier directement.

2/4 sources vérifiées de manière indépendante, mot pour mot, par rapport à la source citée

  1. [1] Resume Now — The Road Not Taken: Greatest Career Regrets Revealed Vérifié
    The Road Not Taken: Greatest Career Regrets Revealed

    See all 8 Likelier entries citing this source →

    Statistique
    53% of workers have regretted not speaking up in a meeting
    Extrait
    “"53% have regretted not speaking up in a meeting, compared to 38% who have regretted speaking up in a meeting." ”
    Données source de
    2025-01-10
    Consulté le
    2026-04-26
    Vérification
    Extrait récupéré et confirmé de manière indépendante, mot pour mot, par rapport à la source citée lors de notre audit de vérification.
    Calcul
    Same Resume Now survey as the action side. The 53% figure represents those who specifically regretted remaining silent in a meeting when they had something to say. Used directly as inaction-side regret rate.
  2. [2] Academy of Management Journal — Implicit Voice Theories: Taken-for-Granted Rules of Self-Censorship at Work
    Implicit Voice Theories: Taken-for-Granted Rules of Self-Censorship at Work
    Statistique
    Employees hold five distinct implicit theories that systematically suppress workplace voice even when speaking up would be pro-organizational
    Extrait
    “"Qualitative data from 190 interviews conducted in a knowledge-intensive multinational corporation suggest that fine-grained implicit theories underlie reluctance to voice even pro-organizational suggestions. Survey measures across subsequent studies establish that these implicit voice theories are widely held and significantly augment explanation of workplace silence." ”
    Données source de
    2011-06-01
    Consulté le
    2026-04-26
    Calcul
    Detert & Edmondson (2011), Academy of Management Journal 54(3), 461-488. This peer-reviewed study does not provide a single regret percentage but establishes the psychological mechanism behind self-censorship at work. It documents that employees routinely silence themselves based on taken-for-granted beliefs about hierarchy, even when speaking up would benefit the organization. Used as the theoretical anchor for why inaction regret in this domain is so prevalent.
  3. [3] Crucial Learning (formerly VitalSmarts) — Costly Conversations: How Lack of Communication is Costing Organizations Thousands in Revenue Vérifié
    Costly Conversations: How Lack of Communication is Costing Organizations Thousands in Revenue
    Statistique
    43% of 1,100 employees estimate wasting two weeks or more ruminating about unresolved workplace problems; 1 in 3 estimate silence cost their organization at least $25,000
    Extrait
    “"43 percent of respondents estimate they waste two weeks or more ruminating about an unresolved problem at work. 1 in 3 employees estimate their inability to speak up in a crucial moment has cost their organization at least $25,000." ”
    Données source de
    2022-02-15
    Consulté le
    2026-04-26
    Vérification
    Extrait récupéré et confirmé de manière indépendante, mot pour mot, par rapport à la source citée lors de notre audit de vérification.
    Calcul
    Crucial Learning (formerly VitalSmarts) survey of 1,100 employees, December 2021 (follow-up to 2016 study). The 43% rumination figure and the financial cost estimates demonstrate that workplace silence generates significant ongoing regret and cognitive burden. Independently sourced from the Resume Now survey, corroborating the high inaction-regret pattern.
  4. [4] Zety — Biggest Career Regrets Revealed: Learn from Others' Mistakes
    Biggest Career Regrets Revealed: Learn from Others' Mistakes
    Statistique
    98% of 1,000+ respondents experienced career regret; women regretted not speaking up at work at a rate 34% higher than men
    Extrait
    “"Female respondents most frequently lamented not speaking up about a problem at work, at a rate of 34 percent more than men. Just 2 percent reported they had no career regrets." ”
    Données source de
    2019-10-01
    Consulté le
    2026-04-26
    Calcul
    Zety survey of 1,000+ US workers. The 98% figure refers to overall career regret, not speaking-up regret specifically. The 34% gender gap highlights that not speaking up is disproportionately regretted by women. Used as corroborating evidence for the inaction-regret pattern.

Réserves

Les taux d'action et d'inaction principaux (38% et 53%) proviennent de la même enquête Resume Now, ce qui est une force pour la comparaison directe mais une limitation en ce que l'échantillon est composé d'utilisateurs de sites de carrière auto-sélectionnés — probablement plus engagés dans leur carrière que la population générale. La question demande spécifiquement sur les réunions, pas tout le silence au travail ; le regret de rester silencieux sur des questions éthiques ou de sécurité peut être substantiellement plus élevé. Une corroboration indépendante provient de trois sources supplémentaires : Milliken, Morrison & Hewlin (2003) ont constaté que 85% des employés avaient vécu le dilemme voix/silence ; l'enquête Crucial Learning de 2021 sur 1 100 employés a constaté que 43% gaspillent deux semaines ou plus à ruminer sur des problèmes non résolus ; et l'écart de genre Zety de 34% pointe dans la même direction. Le ratio 1,4:1 est modeste selon les standards des paires de regret ; la voix au travail est l'un des rares domaines où le regret d'action est non trivialement élevé, probablement parce que prendre la parole comporte un risque professionnel réel (représailles, perte de statut) qui ne s'estompe pas aussi facilement que d'autres regrets d'action.

Données brutes : /api/decisions.json

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