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Building high performance teams through psychological safety
The document discusses the importance of team psychological safety in fostering high-performing teams, defining it as a shared belief among team members that the team is safe for interpersonal risk-taking. It outlines factors that affect team learning and performance, such as team leader behavior, trust, and supportive contexts. By measuring and improving team psychological safety through structured activities, teams can enhance their learning behaviors and overall performance.
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Building high performance teams through psychological safety
- 1. Building high-performing teamsthrough Team Psychological safety Peter Cauwelier peter@wialthailand.com +66 (0)81 939 7833
- 2. High-performance teams ? Peter Cauwelier
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- 6. What leads tohigh performance ? Peter Cauwelier
- 7. Learning leads toperformance … Peter Cauwelier
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- 14. Learning leads tohigh performance Peter Cauwelier
- 15. (Bennet, A. 2012) Peter Cauwelier
- 16. What are thefactors affecting learning in a team ? Peter Cauwelier
- 17. What is TeamPsychological Safety … Peter Cauwelier
- 18. Team learning FACTORSAFFECTING TEAM LEARNING (Decuyper et al., 2010) Shared mental models Team psychological safety Group potency or group efficacy Cohesion Team development and team learning dynamics Team leadership Interdependence Team structure Organizational strategy Team member systems thinking Peter Cauwelier
- 19. So what isTeam Psychological Safety ? Peter Cauwelier
- 20. Maslov’s Hierarchy ofneeds Peter Cauwelier
- 21. Psychological safety wasfurther applied in the contexts of … … organizational change -> psychological safety as a counterbalance for the ambiguity and insecurity that comes with change (E. H. Schein & Bennis, 1965) … learning -> psychological safety helps individuals overcome their “learning anxiety” (Edgar H. Schein, 2004) Peter Cauwelier
- 22. From … psychologicalsafety for the individual … to … psychological safety that resides at the level of the group Team Psychological Safety “a shared belief held by members of a team that the team is safe for interpersonal risk taking” (Edmondson, A. C. 1999) Peter Cauwelier
- 23. Team Psychological Safetyis a shared belief held by members of a team that the team is safe for interpersonal risk taking Peter Cauwelier LOW Team Psychological Safety HIGH
- 24. 1 If youmake a mistake on this team, it is not really held against you. 2 Members of this team are able to bring up problems and tough issues. 3 People on this team never reject others for being different. 4 It is safe to take a risk on this team. 5 It is easy to ask other members of this team for help. 6 No one on this team would deliberately act in a way that undermines my efforts. 7 Working with members of this team, my unique skills and talents are valued and utilized. strongly disagree disagree disagree somewhat undecided agree somewhat agree strongly agree Measuring Team Psychological Safety Peter Cauwelier
- 25. 1 If youmake a mistake on this team, it is not really held against you. 2 Members of this team are able to bring up problems and tough issues. 3 People on this team never reject others for being different. 4 It is safe to take a risk on this team. 5 It is easy to ask other members of this team for help. 6 No one on this team would deliberately act in a way that undermines my efforts. 7 Working with members of this team, my unique skills and talents are valued and utilized. strongly disagree disagree disagree somewhat undecided agree somewhat agree strongly agree Team Psychological Safety …in a team you worked with ? …in a team you belonged to ? Peter Cauwelier 1 2 3 4 5 6 7
- 26. (Edmondson, A. C.2003) Team psychological safety Team learning Team performance Team psychological safety positively impacts team learning, which in turn positively impacts team performance Peter Cauwelier
- 27. Examples of where Team Psychological Safety has been studied Peter Cauwelier
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- 29. Peter Cauwelier Medicationerrors Adoption of new cardiac surgery procedures
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- 31. What are learningbehaviors ? Peter Cauwelier
- 32. ACTION TEAMS vs PRODUCTION or SERVICE TEAMS Team a collection of individuals, interdependent in their tasks, sharing responsibility for outcomes, who see themselves and who are seen by others as an intact social entity embedded in a larger social system (Decuyper, S., et al. 2010) Peter Cauwelier
- 33. Team psychological safety Team learning behavior Team performance What are the LEARNING BEHAVIORS in a production or service team ? How can you “see” if a team is learning ? What do people in a team actually DO that brings about the learning ? At your table, list at least 5 TEAM LEARNING BEHAVIORS … Peter Cauwelier ?
- 34. (Edmondson, A. C.2003) Team psychological safety Team learning behavior Team performance Team learning behaviors -Feedback seeking -Help seeking -Speaking up about concerns/mistakes -Innovative behavior -Boundary spanning Peter Cauwelier
- 35. So what leadsto the development (or not) of Team Psychological Safety in a team ? Peter Cauwelier
- 36. Team psychological safety Team learning behavior Team performance Antecedents to team psychological safety: -Team leader behavior -Informal group dynamics -Trust and respect -Use of practice fields -Supportive organizational context Peter Cauwelier (Edmondson, A. C. 2003)
- 37. -> leader behavior how the leader uses his/her “power” affects the psychological safety in the team, and further impacts … + the team climate in general + the willingness of the team members to share knowledge + motivation for team learning -> informal group dynamics interplay of roles and “characters” that people assume or are assigned -> practice fields (or managerial learning laboratories) opportunities for teams to practice and to reflect upon the results, rather than to take action Peter Cauwelier
- 38. -> trust andrespect between the different pairs of individuals in the team -> supportive organizational context ease of access to resources and information reduces the level of insecurity the team experiences in dealing with their challenge Peter Cauwelier
- 39. Team psychological safetyis most often described as a STATIC CHARACTERISTIC (a ‘state’) of a team Peter Cauwelier Team psychological safety Team learning behavior Team performance Antecedents: - Team leader behavior - Informal group dynamics - Trust and respect - Use of practice fields - Supportive organizational context Team learning behaviors -Feedback seeking -Help seeking -Speaking up about concerns/mistakes -Innovative behavior -Boundary spanning “a shared belief held by members of a team that the team is safe for interpersonal risk taking” (Edmondson, A. C. 2003)
- 40. How can weACCELERATE the development of Team Psychological Safety in a team ? Team psychological safety Team learning behavior Team performance Peter Cauwelier ? (Edmondson, A. C. 2003)
- 41. You have beenasked by a business owner to work with his team of 7 direct reports. The owner has evaluated the Team Psychological Safety in his team, and wants you to propose a program to INCREASE the level of TPS … quickly. What approach do you propose to INCREASE team psychological safety in … ONLY 6 weeks ? Measuring after 6 weeks, where do you expect to see CHANGES ? Note: the business owner expects a “realistic” proposal, in terms of coach engagement as well as team time commitment. Peter Cauwelier
- 42. Q1 Q2 Q3 Q4 Q5 Q6 Q7 1 If you make a mistake on this team, it is not really held against you. 2 Members of this team are able to bring up problems and tough issues. 3 People on this team never reject others for being different. 4 It is safe to take a risk on this team. 5 It is easy to ask other members of this team for help. 6 No one on this team would deliberately act in a way that undermines my efforts. 7 Working with members of this team, my unique skills and talents are valued and utilized. lowest score (lowest of 7) average score (average of 7) highest score (highest of 7) Peter Cauwelier
- 43. DEFINITION “a sharedbelief held by members of a team that the team is safe for interpersonal risk taking” ANTECEDENTS to team psychological safety: -Team leader behavior -Informal group dynamics -Trust and respect -Use of practice fields -Supportive organizational context Peter Cauwelier
- 44. DEBRIEF and capturingof main ideas/approaches on flipchart Peter Cauwelier
- 45. A (partial) answerResults of an experiment with Action Learning “A problem solving process with a small group working on real problems, taking action, and learning as individuals and as a team while doing so.” Peter Cauwelier
- 46. Management team ina Thailand manufacturing plant 7 Thais (excluding Managing Director - French) seniority from 1 to 10 years age from 30 to 45 years finance, sales, quality, customer service, IT, purchasing, QA 3 women, 4 men different hierarchical levels (managers and the level just below) problem addressed: reducing total factory inventory level 3 Action Learning sessions, 2 weeks apart, with external coach Peter Cauwelier CASE 1
- 47. 1 If youmake a mistake on this team, it is not really held against you. 2 Members of this team are able to bring up problems and tough issues. 3 People on this team never reject others for being different. 4 It is safe to take a risk on this team. 5 It is easy to ask other members of this team for help. 6 No one on this team would deliberately act in a way that undermines my efforts. 7 Working with members of this team, my unique skills and talents are valued and utilized. strongly disagree disagree disagree somewhat undecided agree somewhat agree strongly agree measured before the 1st session (13 Jan) and after the 3rd session (11 Feb) Peter Cauwelier MEASURING TEAM PSYCHOLOGICAL SAFETY
- 48. Q3 Question 3 strongly disagree 1 disagree 2 disagree somewhat 3 undecided/neutral 4 agree somewhat 5 agree 6 strongly agree 7 lowest score (lowest of 7) average score (average of 7) highest score (highest of 7) Peter Cauwelier MEASURING TEAM PSYCHOLOGICAL SAFETY
- 49. BEFORE Average ofall averages (average of all answers on 7 questions) 5.3 Q1 Q2 Q3 Q4 Q5 Q6 Q7 1 If you make a mistake on this team, it is not really held against you. 2 Members of this team are able to bring up problems and tough issues. 3 People on this team never reject others for being different. 4 It is safe to take a risk on this team. 5 It is easy to ask other members of this team for help. 6 No one on this team would deliberately act in a way that undermines my efforts. 7 Working with members of this team, my unique skills and talents are valued and utilized. Peter Cauwelier
- 50. Q1 Q2 Q3 Q4 Q5 Q6 Q7 BEFORE Average of all averages (average of all answers on 7 questions) 5.3 Q1 Q2 Q3 Q4 Q5 Q6 Q7 AFTER Average of all averages (average of all answers on 7 questions) 5.6 Peter Cauwelier
- 51. Q1 Q2 Q3 Q4 Q5 Q6 Q7 1 If you make a mistake on this team, it is not really held against you. 2 Members of this team are able to bring up problems and tough issues. 3 People on this team never reject others for being different. 4 It is safe to take a risk on this team. 5 It is easy to ask other members of this team for help. 6 No one on this team would deliberately act in a way that undermines my efforts. 7 Working with members of this team, my unique skills and talents are valued and utilized. Q1 Q2 Q3 Q4 Q5 Q6 Q7 -> from 4.7 to 5.7 (+21%) -> lowest score significantly higher -> people feel more safe to make mistakes Significant changes BEFORE AFTER Peter Cauwelier
- 52. Q1 Q2 Q3 Q4 Q5 Q6 Q7 -> from 5.1 to 6 (+17%) -> lowest score significantly higher -> people feel that their skills/ideas are valued Q1 Q2 Q3 Q4 Q5 Q6 Q7 1 If you make a mistake on this team, it is not really held against you. 2 Members of this team are able to bring up problems and tough issues. 3 People on this team never reject others for being different. 4 It is safe to take a risk on this team. 5 It is easy to ask other members of this team for help. 6 No one on this team would deliberately act in a way that undermines my efforts. 7 Working with members of this team, my unique skills and talents are valued and utilized. BEFORE AFTER Peter Cauwelier Significant changes
- 53. Peter Cauwelier AFTER BEFORE Standard deviation 1.2 Standard deviation 0.7 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q1 Q2 Q3 Q4 Q5 Q6 Q7
- 54. Supervisor team ina Thailand service organization 7 Thais seniority from 1 to 20 years age from 25 to 50 years marketing, operations, accounting 6 women, 1 man supervisors in all departments problem addressed: reducing employee turnover 4 Action Learning sessions, 1 week apart, with external coach Peter Cauwelier CASE 2
- 55. Q1 Q2 Q3 Q4 Q5 Q6 Q7 BEFORE Average of all averages (average of all answers on 7 questions) 6.3 Standard deviation 1.1 Q1 Q2 Q3 Q4 Q5 Q6 Q7 AFTER Average of all averages (average of all answers on 7 questions) 6.8 Standard deviation 0.4 Peter Cauwelier
- 56. Team psychological safety Team learning behavior Team performance Team learning behaviors -Feedback seeking -Help seeking -Speaking up about concerns/mistakes -Innovative behavior -Boundary spanning questioning and ideas, insights reflecting -> solutions, put in action Action Learning PROCESS Action Learning CONTEXT + Action Learning is confirmed to have a DOUBLE impact on the team: (1) the PROCESS of questions/reflection help the team to increase problem resolution (2) the CONTEXT created enhances the psychological safety in the team, which in turn positively impacts the effectiveness of the team learning
- 57. IN SUMMARY PeterCauwelier
- 58. Peter Cauwelier Teampsychological safety Team learning behavior Team performance Antecedents: - Team leader behavior - Informal group dynamics - Trust and respect - Use of practice fields - Supportive organizational context Team learning behaviors -Feedback seeking -Help seeking -Speaking up about concerns/mistakes -Innovative behavior -Boundary spanning “a shared belief held by members of a team that the team is safe for interpersonal risk taking” (Edmondson, A. C. 2003)
- 59. When working onTEAM PERFORMANCE think about what you can do to ACCELERATE the development of TEAM PSYCHOLOGICAL SAFETY Team psychological safety Team learning behavior Team performance Peter Cauwelier Action Learning Peer coaching/mentoring ? MBTI ? FIRO ? Belbin ? Team Building ? (Edmondson, A. C. 2003)
- 60. THANK YOU ANYQUESTIONS ? Peter Cauwelier