The purpose of this study is to examine how disobedience to immoral orders from an authority emerges in organizations. Using organizational discourse analysis to analyze the verbal communication of the original participants in Stanley Milgram’s obedience to authority experiments, I show how participants constructed the same experimental situation differently by analyzing their communication. Disobedient participants were more likely to display two different communication patterns: assessing consequences or self-referential objections. In contrast, obedient participants were more likely to seek guidance on the experimental procedure and interrupt the learner’s protests. Overall, I present a process model of how disobedience emerges in situations. This study’s findings also expand our understanding of moral imagination, moral decision making, and employee voice in organizations primarily by demonstrating how people can exercise agency in equivocal situations by constructing the situations they face.
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