This article presents a view of the influence and effects of individuals' willingness to communicate in an organizational setting. Definitional explanations of the willingness to communicate construct are provided along with an extensive review of the relevant research and theory in this area. Communication apprehension is explicated and considered in context of willingness to communicate. The manner in which low willingness to communicate affects individuals and fosters specific organizational outcomes is explored. In general, research indicates negative results from low willingness to communicate, both on individual and organizational levels. Appropriate organizational responses to “at risk individuals” are explored in terms of diagnosis and remediation.