Psychological Safety: An Important Component for Safety in the Workplace
Psychological safety has been referred to as the single most important characteristic for successful teams and leads to decrease in turnover and increases in effectiveness. Psychological safety is the belief that your environment is safe for interpersonal risk-taking meaning that asking questions, pointing out problems, and suggesting innovation will be responded to in a respectful manner. This presentation will cover what psychological safety is, why it’s important, how to assess its presence, and tips on how to grow this in your workplace.
By
Paula Allen, MS, BSN, RN, CPPS and
Karen Allard, MS, BA, RN.
Patient Safety Specialists, Bellin Health
A Beginner’s Guide to Psychological SafetyMike Arauz
What is it and what can I do?
In 2012, as profiled in this frequently-cited NYTimes article, Google conducted a large company-wide research study to understand why certain teams performed better than others. And what they found was that the most significant differentiating factor among the highest-performing teams was the team’s level of psychological safety.
Psychological safety drives better performance and better business outcomes.
What is psychological safety? Psychological safety is the quality of a team environment where people can speak up and share ideas - even risky or challenging ideas - without fear. Amy Edmondson, a professor at Harvard Business School and advisor at August, is the world’s experts on psychological safety. Edmondson describes psychological safety as the belief that a person will not be punished or humiliated for speaking up with ideas questions, concerns, or mistakes.
As a leader, it is important to have a cohesive and productive team. Many leaders overlook the importance of psychological safety within their organization. This can be problematic as psychological safety outlines what it truly means to be a team member.
Psychological Safety can make or break a team. To drive culture change people must feel safe to speak up and share their best ideas. Collective trust allows organizational development and accelerates teamwork and leadership.
Is your culture dominated by fear, blame and other toxic behaviors? Are people protecting themselves rather than pulling together, obsessing over customers and helping your organization succeed? If so, you may have a lack of psychological safety. When it's present, individuals feel safe being vulnerable, safe taking risks, safe making mistakes and safe handling conflict. Long-term high performance depends on psychological safety. It leads to greater transparency, closer relationships, better collaboration and better outcomes. As leaders, it's our duty to develop, model and foster psychological safety. In this interactive workshop by Joshua Kerievsky and Heidi Helfand, you'll develop skills for growing psychological safety in yourself, your teams and your organization.
David C Winegar Psychological Safety for PerformanceDavid Winegar
Slides from my webinar on wanted.jobs on how to build psychological safety environments to drive higher performance. Includes neuroscience insights that provide insights into how to better connect people and develop a culture of inclusivity, respect and high trust which results in JOY @ Work.
This is a preview of Absolute-North and David C. Winegar's Psychological Safety for Performance Organizational Toolkit available from absolute-north.com beginning in July of 2021.
Psychological Safety: Creating conducive working environments for Designers t...Sebabatso Mtimkulu
Design is the conception and realisation of new things. With new things, problems arise, and problems make us uncomfortable. With discomfort comes fear and anxiety.
Designers spend a lot of time prioritising the needs of customers and organisations.
We need to be just as deliberate in making certain that environments in which Designers operate, are conducive to helping them perform at their best.
A Beginner’s Guide to Psychological SafetyMike Arauz
What is it and what can I do?
In 2012, as profiled in this frequently-cited NYTimes article, Google conducted a large company-wide research study to understand why certain teams performed better than others. And what they found was that the most significant differentiating factor among the highest-performing teams was the team’s level of psychological safety.
Psychological safety drives better performance and better business outcomes.
What is psychological safety? Psychological safety is the quality of a team environment where people can speak up and share ideas - even risky or challenging ideas - without fear. Amy Edmondson, a professor at Harvard Business School and advisor at August, is the world’s experts on psychological safety. Edmondson describes psychological safety as the belief that a person will not be punished or humiliated for speaking up with ideas questions, concerns, or mistakes.
As a leader, it is important to have a cohesive and productive team. Many leaders overlook the importance of psychological safety within their organization. This can be problematic as psychological safety outlines what it truly means to be a team member.
Psychological Safety can make or break a team. To drive culture change people must feel safe to speak up and share their best ideas. Collective trust allows organizational development and accelerates teamwork and leadership.
Is your culture dominated by fear, blame and other toxic behaviors? Are people protecting themselves rather than pulling together, obsessing over customers and helping your organization succeed? If so, you may have a lack of psychological safety. When it's present, individuals feel safe being vulnerable, safe taking risks, safe making mistakes and safe handling conflict. Long-term high performance depends on psychological safety. It leads to greater transparency, closer relationships, better collaboration and better outcomes. As leaders, it's our duty to develop, model and foster psychological safety. In this interactive workshop by Joshua Kerievsky and Heidi Helfand, you'll develop skills for growing psychological safety in yourself, your teams and your organization.
David C Winegar Psychological Safety for PerformanceDavid Winegar
Slides from my webinar on wanted.jobs on how to build psychological safety environments to drive higher performance. Includes neuroscience insights that provide insights into how to better connect people and develop a culture of inclusivity, respect and high trust which results in JOY @ Work.
This is a preview of Absolute-North and David C. Winegar's Psychological Safety for Performance Organizational Toolkit available from absolute-north.com beginning in July of 2021.
Psychological Safety: Creating conducive working environments for Designers t...Sebabatso Mtimkulu
Design is the conception and realisation of new things. With new things, problems arise, and problems make us uncomfortable. With discomfort comes fear and anxiety.
Designers spend a lot of time prioritising the needs of customers and organisations.
We need to be just as deliberate in making certain that environments in which Designers operate, are conducive to helping them perform at their best.
In this session we will discuss some current research demonstrating how Psychological Safety is paramount in creating high performing teams.
The lack of psychological safety within teams is a common problem and we will discuss strategies for how to facilitate and foster an environment of safety in the context of difficult work situations.
We will also discuss the physiological basis for psychological safety and review the research backing the importance of this team dynamic.
How to build successful teams based on an understanding of psychological safety. Based on Amy Edmondson's research and corporate research at companies like Google.
Psychological Safety : An Evidence Based Approachebbnflow
In this presentation we review 3 questions
What is psychological safety?
Why is psychological safety important for organisational change?
How can we make psychological safety work in practice?
Fear is the most pervasive, yet more powerful, emotion at work. Fearless teams embrace feedback, collaboration, and experimentation-- they feel free to speak up and share their emotions and ideas. How to move from FEAR to FEARLESSNESS.
When we talk about diversity in the workplace, we usually think in terms of age and gender. But what about the important differences in personalities, communication styles and approaches? All too often, people don’t speak up at work because it doesn’t feel safe – and the consequences can be far reaching. In this post and podcast, we look at the idea of ‘psychological safety’, and how we can create a framework that really honours the differences people bring to a team.
Would you like your teams to learn faster, and be more agile and resilient? Innovation powerhouses like Google and IDEO have found that psychological safety is the #1 predictor of their best teams.
icare and R U OK? just launched a world-first study into psychological safety in the workplace, which showed that frontline lower income-earning staff feel less safe and permitted to take risks at work than higher income-earning employees.
The Australian Workplace Psychological Safety Survey canvassed 1,176 Australian employees and found that only 23 per cent of lower income-earning frontline employees felt their workplace was “psychologically safe” to take a risk, compared to 45 per cent of workers on significantly higher incomes.
A “psychologically safe” workplace is characterised by a climate of interpersonal trust and mutual respect in which people feel comfortable being themselves to make mistakes or take risks in their work.
Professor Amy Edmonson from Harvard Business School collaborated with R U OK? and has commented on the results. She said “This is the first time a country has ever measured psychological safety in the workplace”.
MORE INFORMATION
Graeme Cowan, Board Director, R U OK?: graeme@graemecowan.com.au
Brendan Maher, CEO, R U OK?: brendan@ruok.org.au
Building high performance teams through psychological safetyPeter Cauwelier
Trying to improve team performance ? Discover the concept of Team Psychological Safety and how this allows a team to learn and progress. Action Learning sets have a positive impact, not just on the learning-performance cycle, but also on the level of psychological safety in the team.
What is Psychological Safety in the Workplace?Case IQ
Catherine Mattice discusses how workplace concepts such as incivility, harassment, and inequity are intertwined, and how organizations can address them more proactively to create psychological safety for all workers.
Psychological Health and Safety in the Workplace CCOHS
CSA Z1003/BNQ 9700-803-5: Psychological health and safety in the workplace. An overview of the new standard, why it matters, and resources on getting started.
Strategies to Improve Mental Health in the Workplace Optimity
"1 in 5 of your fellow co-workers is experiencing some form of mental health issue. Support between colleagues and thoughtful mindfulness through cognitive behaviour therapy can be great ways to create better work-life routines. Mental health still has a stigma and it should be better understood — the purpose of this webinar is to explain healthy strategies and best practices surrounding mental health in the workplace. We wanted to get leaders thinking and talking about ways to support their talent, as well as to reduce the cost burden on the organization."
Chakameh Shafii, the CEO of Tranqool shares her personal experiences with mental health in the workplace and why it is important to have a company-wide mental health agenda. Hilary Turk, a Wellness Advisor at Optimity share 3 tips on how you can support mental health in the workplace.
Expert: Chakameh Shafii, CEO, Tranqool
Host: Hilary Turk, Wellness Advisor, Optimity
Email: hturk@myoptimity.com
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
Growth Mindset & Psychological Safety - High Performing Teams in Software Dev...PALO IT
Software quality, psychological safety and growth mindset might seem to be unrelated at first glance. However, both psychological safety and growth mindset are crucial in high performance teams. Join our upcoming PALO IT BarCamp to understand more about psychological safety and different mindset, learn how these topics affect one another, and get inspired to enable teams to deliver awesomeness to users.
What you will explore
We have always been seeking the secret sauce of high performance teams in the software development industry. Some teams deliver products better than several teams combined. Some others adjust to market change quicker than the change itself. Some others learn from failure and raise the bar by making their product more resilient than ever. Not long ago, Google's Project Aristotle has answered the million dollar question on the successful recipe of building high performance teams with psychological safety cited as the most important factor. In this BarCamp, we will dive into details and find out what it takes to allow individual team members to feel psychologically safe and willing to take calculated risks for learning and improvement.
Through research and case studies, we will explore the following:
> What is psychological safety?
> How mindset affects the perception of psychological safety?
> How to assess mindset and psychological safety in your team?
> How to create an environment that promotes growth mindset and fosters psychological safety?
Audience
> Developers
> Team Leads
> Team Coaches
> Managers
> Business Leaders
> Anyone looking to maximise self and team's ability to grow and improve.
In this session we will discuss some current research demonstrating how Psychological Safety is paramount in creating high performing teams.
The lack of psychological safety within teams is a common problem and we will discuss strategies for how to facilitate and foster an environment of safety in the context of difficult work situations.
We will also discuss the physiological basis for psychological safety and review the research backing the importance of this team dynamic.
How to build successful teams based on an understanding of psychological safety. Based on Amy Edmondson's research and corporate research at companies like Google.
Psychological Safety : An Evidence Based Approachebbnflow
In this presentation we review 3 questions
What is psychological safety?
Why is psychological safety important for organisational change?
How can we make psychological safety work in practice?
Fear is the most pervasive, yet more powerful, emotion at work. Fearless teams embrace feedback, collaboration, and experimentation-- they feel free to speak up and share their emotions and ideas. How to move from FEAR to FEARLESSNESS.
When we talk about diversity in the workplace, we usually think in terms of age and gender. But what about the important differences in personalities, communication styles and approaches? All too often, people don’t speak up at work because it doesn’t feel safe – and the consequences can be far reaching. In this post and podcast, we look at the idea of ‘psychological safety’, and how we can create a framework that really honours the differences people bring to a team.
Would you like your teams to learn faster, and be more agile and resilient? Innovation powerhouses like Google and IDEO have found that psychological safety is the #1 predictor of their best teams.
icare and R U OK? just launched a world-first study into psychological safety in the workplace, which showed that frontline lower income-earning staff feel less safe and permitted to take risks at work than higher income-earning employees.
The Australian Workplace Psychological Safety Survey canvassed 1,176 Australian employees and found that only 23 per cent of lower income-earning frontline employees felt their workplace was “psychologically safe” to take a risk, compared to 45 per cent of workers on significantly higher incomes.
A “psychologically safe” workplace is characterised by a climate of interpersonal trust and mutual respect in which people feel comfortable being themselves to make mistakes or take risks in their work.
Professor Amy Edmonson from Harvard Business School collaborated with R U OK? and has commented on the results. She said “This is the first time a country has ever measured psychological safety in the workplace”.
MORE INFORMATION
Graeme Cowan, Board Director, R U OK?: graeme@graemecowan.com.au
Brendan Maher, CEO, R U OK?: brendan@ruok.org.au
Building high performance teams through psychological safetyPeter Cauwelier
Trying to improve team performance ? Discover the concept of Team Psychological Safety and how this allows a team to learn and progress. Action Learning sets have a positive impact, not just on the learning-performance cycle, but also on the level of psychological safety in the team.
What is Psychological Safety in the Workplace?Case IQ
Catherine Mattice discusses how workplace concepts such as incivility, harassment, and inequity are intertwined, and how organizations can address them more proactively to create psychological safety for all workers.
Psychological Health and Safety in the Workplace CCOHS
CSA Z1003/BNQ 9700-803-5: Psychological health and safety in the workplace. An overview of the new standard, why it matters, and resources on getting started.
Strategies to Improve Mental Health in the Workplace Optimity
"1 in 5 of your fellow co-workers is experiencing some form of mental health issue. Support between colleagues and thoughtful mindfulness through cognitive behaviour therapy can be great ways to create better work-life routines. Mental health still has a stigma and it should be better understood — the purpose of this webinar is to explain healthy strategies and best practices surrounding mental health in the workplace. We wanted to get leaders thinking and talking about ways to support their talent, as well as to reduce the cost burden on the organization."
Chakameh Shafii, the CEO of Tranqool shares her personal experiences with mental health in the workplace and why it is important to have a company-wide mental health agenda. Hilary Turk, a Wellness Advisor at Optimity share 3 tips on how you can support mental health in the workplace.
Expert: Chakameh Shafii, CEO, Tranqool
Host: Hilary Turk, Wellness Advisor, Optimity
Email: hturk@myoptimity.com
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
Growth Mindset & Psychological Safety - High Performing Teams in Software Dev...PALO IT
Software quality, psychological safety and growth mindset might seem to be unrelated at first glance. However, both psychological safety and growth mindset are crucial in high performance teams. Join our upcoming PALO IT BarCamp to understand more about psychological safety and different mindset, learn how these topics affect one another, and get inspired to enable teams to deliver awesomeness to users.
What you will explore
We have always been seeking the secret sauce of high performance teams in the software development industry. Some teams deliver products better than several teams combined. Some others adjust to market change quicker than the change itself. Some others learn from failure and raise the bar by making their product more resilient than ever. Not long ago, Google's Project Aristotle has answered the million dollar question on the successful recipe of building high performance teams with psychological safety cited as the most important factor. In this BarCamp, we will dive into details and find out what it takes to allow individual team members to feel psychologically safe and willing to take calculated risks for learning and improvement.
Through research and case studies, we will explore the following:
> What is psychological safety?
> How mindset affects the perception of psychological safety?
> How to assess mindset and psychological safety in your team?
> How to create an environment that promotes growth mindset and fosters psychological safety?
Audience
> Developers
> Team Leads
> Team Coaches
> Managers
> Business Leaders
> Anyone looking to maximise self and team's ability to grow and improve.
Are you looking for psychological safety training in Australia? Organizations need groups to work at their best, and one key to performance is psychological safety. EnHansen Performance provide psychological safety training Being able to show and employ one’s self without fear of negative consequences of self-image, status or career. For more detail please visit our website. https://bit.ly/3ChRdCL
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
Beyond Boundaries: Nurturing Psychological Safety for Tech Excellence by Barı...Bosnia Agile
In today's fast-paced tech industry, fostering an environment of psychological safety is not just a luxury but a necessity for achieving excellence. As leaders, we often focus on technical prowess and innovation, overlooking the critical role that psychological safety plays in enabling teams to thrive and innovate.
In this talk, we delve into the concept of psychological safety within the context of tech teams and explore its profound impact on innovation, collaboration, and overall team performance. We'll discuss how creating a culture where individuals feel safe to take risks, share ideas, and challenge the status quo leads to greater creativity, productivity, and resilience.
The Productivity Box: Why Psychological Safety Is Important at Work4PSA
It has been proven that poor mental health affects job performance in many ways. The environment we work in, however, can either worsen or ease the overall impact. And that’s where psychological safety comes in.
In this installment of The Productivity Box series, we discuss what psychological safety means and why it is so beneficial in the workplace.
Because psychological safety no longer is just a perk—it is a necessity. And a great productivity hack to make your work performance strong again.
Big data, evidence-based, predictive analytics, today these terms are all over the place. Is this just another fad or an irreversible trend? An increasing group of HR leaders relies on science, critical thinking and data analyses to make decisions.
Evidence-based HR, however, is still perceived by many as too time-consuming, narrow or impractical. Meanwhile, evidence-based practice is becoming mainstream in many other disciplines (like medicine). This is the momentum for pioneering HR leaders to seize the opportunity and make a difference with evidence. As part of an inclusive approach, valuing different perspectives.
We will enter into the dialogue about the why, the what, and most of all the how of evidence-based HR. How to get started and how to blend it with softer, less tangible HR practices? A pragmatic introduction, with realistic ambitions and openness towards other approaches.
Psychological Safety: Unlocking the True Potential of Your Team
Insights and strategies for psychological safety and its profound impact on team dynamics and performance from Barbra Gago, Founder & CEO of Pando, Mark Frein, Chief Workplace Officer at Oyster, and Steve Peralta, Chief Wellness Officer at Unmind.
ENGAGEMENT VS. DISENGAGEMENT: WHAT IT DOES TO YOUR COMPANY AND HOW TO GET YOU...Human Capital Media
Studies show that 45% of employees are only partially engaged in their work and 26% are completely unplugged. Low engagement leads to low performance, which leads to lower profits for your organization. So, what is engagement anyway? And how do we get employees to truly engage? In this webinar, Bridge by Instructure Product Marketing Manager Ike Bennion will show us the ramifications of engagement and disengagement and how each role in your company can become truly engaged.
Join us for our webinar where you’ll learn how to:
Identify individual employees who need to maximize engagement and how to provide it to them
Deputize managers in enhancing engagement
Strategies to help your company “lead from the top” and align executives to employee engagement efforts
Psychological Safety as a Foundation for Continuous ImprovementKaiNexus
Presented by Mark Graban, KaiNexus Senior Advisor
https://info.kainexus.com/continuous-improvement/psychological-safety-as-a-foundation-for-continuous-improvement/webinar/signup
Mark’s presentation will explore the connections between Psychological Safety and Continuous Improvement, using examples from Toyota, KaiNexus, and other companies.
Mark will explore how we can assess the current state of Psychological Safety in teams or across a broader organization. He’ll also discuss what leaders can do to help create conditions where employees feel safe enough to speak up about mistakes, problems, and improvement ideas.
How to create Psychological Safety - an overlooked secret to organizational p...Alex Clapson
Psychological safety is an essential foundational component for innovation, divergent thinking, creativity, & risk-taking — but it should not be confused with comfort. There are a number of small behaviours leaders can cultivate to help their teams take more interpersonal risks to increase psychological safety.
Webinar: COVID-19 Updates with Stephanie LambertTheChamber
Stephanie Lambert, Health Officer, Manitowoc County Health Department shares some COVID-19 updates for October 2021, view the recording here: https://www.facebook.com/TheChamberofManitowocCounty/videos/377583460764338
Stroke Education for the Workplace:
Why You Need It and What Employees Should Know
By
Rachel Reas MBA, BSN, RN
Neuroscience Market Manager, Aurora BayCare Medical Center
A Paradigm Shift: Work, COVID-19 & OSHA
A 2021 OSHA Update - September 2021
Originally Done September 2020
By
Tom Fitzgerald, MSOB, PHR
OSHA Outreach Instructor 29 CFR 1910
Safety Advocate and Coach
Safety Fitz LLC
Stroke Education for the Workplace:
Why You Need It and What Employees Should Know
By
Rachel Reas MBA, BSN, RN
Neuroscience Market Manager, Aurora BayCare Medical Center
Enlightening session presented by a team of three seasoned marketing professionals with over 80 years of combined marketing experience to learn more about new and traditional free or low cost marketing techniques. You’ll go back to your workplace with a list of ideas for electronic, community focused and traditional marketing tips as well as other resources.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. 2
Session Overview
• Psychological safety has been referred to as the single most important characteristic for
successful teams and leads to decrease in turnover and increases in effectiveness.
• Psychological safety is the belief that your environment is safe for interpersonal risk-
taking meaning that asking questions, pointing out problems, and suggesting innovation
will be responded to in a respectful manner.
3. 3
Objectives
This presentation will cover:
• what psychological safety is,
• why it’s important,
• challenges to creating
• how to assess its presence,
• tips on how to grow this in your workplace.
Why? Psychological safety has been referred to as the single most important characteristic
for successful teams and leads to decrease in turnover and increases in effectiveness.
4. 4
Definition of Psychological Safety
A belief that it is safe to take interpersonal risks: that one
will not be punished or humiliated for speaking up with
ideas, questions, concerns, or mistakes.
• Anyone can ask questions without looking stupid.
• Anyone can ask for feedback without looking incompetent.
• Anyone can be respectfully critical without appearing negative.
• Anyone can suggest innovative ideas without being perceived as
disruptive.
5. 5
The history of Psychological Safety
1960’s
Schein and Bennis: “a person’s
anxiety about being basically
accepted and worthwhile"
Deming: “Drive out fear, so
that everyone may work
effectively for the company”
1990’s
Kahn: “employ or express themselves
physically, cognitively, and emotionally”
Edmondson: Discovered that teams with
better outcomes were admitting more
mistakes while teams with fewer good
outcomes were more likely to hide
mistakes
6. 6
Importance of Psychological Safety
“The growing body of knowledge on psychological safety in the workplace has flourished in
recent years, as organizations devote more resources and time to deepen the
understanding of the factor role in driving effectiveness. “
“Psychological Safety…
- is one of the key factors contributing to better performance of organizations
- stimulates work engagement
- promotes a knowledge-sharing environment
- positively impacts job satisfaction”
7. 7
Importance of Psychological Safety
A 2017 Gallup poll revealed
that just three in 10 U.S. workers strongly agree that at work, their opinions seem to count.
However, by moving that ratio to six in 10 employees, organizations could realize a 27%
reduction in turnover, a 40% reduction in safety incidents and a 12% increase in productivity.
Other research has shown greater return on assets, innovation in R & D teams, increases in
manufacturing process innovation performance, higher goal achievement, and increases in
successful implementation of new technology.
Google’s research on characteristics of high-performing teams identified psychological safety as
their top indicator of the performance of a team
9. 9
Organizational Challenges for Psychological Safety
Unequal power distribution and status
Negative consequences for honest
mistakes
Unwillingness of leaders to consider
the opinions of employees
11. 11
How to assess Psychological Safety
• If you make a mistake on your team, is it held against you?
• Are you able to bring up problems and tough issues?
• Do people on the team sometimes reject others for being different?
• Is it safe to take a risk?
• Is it difficult to ask other team members for help?
• Do people on the team deliberately act to undermine your efforts?
• Are your unique skills and talents valued and utilized?
Suggest this as Survey Monkey or annual survey
12. 12
How to grow Psychological Safety
Setting the Stage Inviting Participation Responding Productively
Leadership Tasks Frame the Work
• Set expectations
about failure,
uncertainty, and
interdependence to
clarify the need for
voice
Emphasize Purpose
• Identify what’s at
stake, why it matters,
and for whom it
matters
Demonstrate Situational
Humility
• Acknowledge gaps
Practice Inquiry
• Ask good questions
• Model intense listening
Set Up Structures and
Processes
• Create forums for input
• Provide guidelines for
discussion
Express Appreciation
• Listen
• Acknowledge and
thank
Destigmatize Failure
• Look forward
• Offer help
• Discuss, consider, and
brainstorm next steps
Sanction Clear Violations
Accomplishes Shared expectations and
meaning
Confidence that voice is
welcome
Orientation toward
continuous learning
14. 14
Team Members and Psychological Safety
Agree to share failures,
recognizing that mistakes
are an opportunity to learn
and grow
Ask for help and freely give
help when asked
Embrace expertise among
many versus a single “hero
mentality”
Encourage and express
gratitude which reinforces
team members sense of self
Ask powerful open-ended
questions then listen
actively and intently to
understand
15. 15
Bellin’s commitment to Psychological Safety
Civilitas – a team whose work encompasses how to spread and encourage psychological safety
through discussion. Utilize a monthly video and questions to spark conversation.
Include in new leader orientation.
Culture of Safety results include elements of psychological safety. Pulse survey incorporating the
specific seven questions was administered in June. Will incorporate the psychological safety
questions into the next combined Culture of Safety/Employee Engagement survey.
Weaving this in to the entire patient safety program we are designing.
18. 18
Reference Page
• Aranzamendez, G., James, D., & Toms, R. (2015, July). Finding antecedents of psychological safety: A step toward quality improvement. In Nursing forum (Vol. 50, No. 3, pp.
171-178).
• Atlanta Small Business Network. (2021). How to Create Psychological Safety for Your Small Business. Retrieved from: https://www.myasbn.com/small-business/culture/how-
to-create-psychological-safety-for-your-small-business-staff/
• Center for Creative Leadership. (2021). What is Psychological Safety at Work? Retrieved from: https://www.ccl.org/articles/leading-effectively-articles/what-is-psychological-
safety-at-work/
• Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons.
• Edmondson, A. (2014). Building a psychologically safe workplace [Video]. TED Conferences. https://www.youtube.com/watch?v=LhoLuui9gX8
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative science quarterly, 44(2), 350-383.
• Frankel, A., Haraden, C., Federico, F., & Lenoci-Edwards, J. (2017). A framework for safe, reliable, and effective care. Cambridge: Institute for Healthcare Improvement and
Safe & Reliable Healthcare.
• Geraghty, T. (2021). Psychological Safety – History, Concepts and Application. Retrieved from: https://www.psychsafety.co.uk/about-psychological-safety/
• Herway, J. (2017). How to Create a Culture of Psychological Safety. Retrieved from: https://www.gallup.com/workplace/236198/create-culture-psychological-safety.aspx
• Newman, Dohohue, and Eva. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review.
• Obrenovic, B., Jianguo, D., Khudaykulov, A., & Khan, M. A. S. (2020). Work-family conflict impact on psychological safety and psychological well-being: A job performance
model. Frontiers in psychology, 11, 475.
• Tocco, S., & DeFontes, J. (2014). Managing our fears to improve patient safety. Am Nurse Today, 9, 34-36.
Editor's Notes
Edmondson’s 1999 paper “Psychological Safety and Learning Behavior in Work Teams” has been cited almost 10,000 times according to Google Scholar. That means that a multitude of other researchers have cited her work!
There are multiple other studies that show a connection between high psychological safety and greater engagement by staff, more openness to learning from failure, have fewer workarounds, more engaged in their work, increased job performance
Stupid/Ignorant – don’t ask about things you aren’t sure of and risk not following the correct steps or technique
Incompetent – don’t ask for feedback but also don’t report mistakes or near-misses. This negatively affects organizational learning which could lead to systemic changes that improve the company
Negative – also don’t give honest feedback on individual and team performance appraisals. E.g. sees ways to improve the work process but don’t want to criticize the current state.
Disruptive – don’t question things that seem out of place even though something seems off because you don’t want to put the schedule behind
Setting the Stage: Adding meaning to the work; why is the work we do so profoundly important. People’s lives depend on it, for example. You might think that’s obvious and doesn’t need to be said but it helps remind us of what’s at stake and why it’s important it brings us back to why we’re here, why we’re doing this. It brings us in a sense away from that need to manage other’s impressions of us and back to the actual work that we do. If I, as a leader, remind you the nature of the work, the riskiness of the work that we do, it just creates a kind of invitation for you to take it seriously and bring your full self to work.
Invite participation: Model fallibility and invite input – I may miss something so I need your input.
Responding Productively – embrace the messenger. Thank people when they speak up or offer ideas or identify a process failure. Thank them, acknowledge there concern and close the loop with follow up.
Create a culture of inclusion and empathy. A psychologically safe environment means showing each employee that he or she is valued and wanted. Show by words and deeds an invitation and appreciation for other’s contributions.
Establish a culture and work environment where people are free to admit mistakes and discuss difficult situations. Be clear that making mistakes is part of the learning process; everyone makes them, and it is how you deal with them that makes a difference. Do not tolerate abusive or disrespectful behavior.
Build trust through communication. Ask for feedback to ensure you are meeting their needs. Lead by example and listen to your employees
Make psychological safety an explicit priority.
Talk about the importance of creating psychological safety at work, connecting it to a higher purpose of promoting greater organizational innovation, team engagement, and a sense of inclusion. Model the behaviors you want to see and set the stage by showing empathy in the workplace.
2. Facilitate everyone speaking up.
Show genuine curiosity and honor candor and truth-telling. Be open-minded, compassionate, and empathetic when someone is brave enough to say something challenging the status quo. Organizations with a coaching culture will more likely have team members with the courage to speak the truth.
3. Establish norms for how failure is handled.
Don’t punish experimentation and (reasonable) risk-taking. Encourage learning from failure and disappointment, and openly share your hard-won lessons learned from mistakes. Doing so will help encourage innovation, instead of sabotaging it.
4. Create space for new ideas (even wild ones).
When challenging an idea, provide the challenge in the larger context of support. Consider whether you only want ideas that have been thoroughly tested, or whether you’re willing to accept highly creative, out-of-the-box ideas that are not yet well-formulated. Learn how to embrace new ideas to foster more innovative mindsets on your team.
5. Embrace productive conflict.
Promote dialogue and productive debate, and work to resolve conflicts productively. Leaders can set the stage for incremental change by establishing team expectations for factors that contribute to psychological safety. With your team, discuss the following questions:
How will team members communicate their concerns about a process that isn’t working?
How can reservations be shared with colleagues in a respectful manner?
What are our norms for managing conflicting perspectives?
While leaders play a role in shaping their team’s culture, it’s up to each team member to contribute to a psychologically safe climate at work, too.
“A culture is simplistically defined by ‘the way we do things around here,’” says Altman. “We all have a role to play in how we do things at work — both on our team and in our organization.”