On a much smaller scale, this is precisely the same thing that happened on the Deepwater Horizon oil drilling platform: namely, junior-level team members expressed specific concerns to management; those concerns were ignored and further contribution of those team members discouraged by management. Ultimately, the organization suffered exactly the type of harm those team members had envisioned and it cost the organization much more than the relatively inexpensive fixes that would have been recommended by the dissenting team members if their opinions had been take more seriously by management.

References

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And van der Veer, C.G. "Communication and Human Resource
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Foley, V.J. "Post-Deepwater Horizon: The Changing Landscape of Liability for Oil

Pollution in The United States." Albany Law Review, 74(1) 2011: 515 -- 530.

Shadovitz, D. "Failure to Communicate." Human Resources Executive Online (March 1,

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http://www.hreonline.com/HRE/view/story.jhtml?id=533333322