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.
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.
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.
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: 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
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.
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.
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.
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.
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: 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
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.
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.
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.
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.
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.
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.
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
Learn about psychological safety (as defined by Harvard professor Amy C Edmondson), leadership coaching, sustainable behaviour change, and how they fit together.
High Performing Teams and Psychological Safety - Creating a Fearless Organiza...David P. Moore
Psychological safety has been found to be foundational to highly performing teams. In this presentation we explore what psychological safety is, why it is important, and some practical ways you can help create it in your teams.
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.
Did you know that our brains are naturally biased? Let's explore the functions of unconscious bias together and navigate their impact on our decision-making processes. We will examine our own background and identities so we can interact more authentically with colleagues, consumers, and the community at large.
Mike Bowler presented on Psychological Safety at the DC Scrum User Group in November. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The term "psychological safety" was originally coined by Amy Edmondson to describe a behaviour that we can observe. But what does it mean to be psychologically safe? Why is this such a powerful and critical aspect to ourselves, and those around us?
When we dig a bit deeper, we find that psychological safety is deeply connected to our own survival mechanism. If we're going to create a positive and safe environment, we'll need to address it. And in order to do so, it's helpful to understand what's really going on in our brains.
In this session, we'll look at what we know from neuroscience and psychology about psychological safety. We'll discuss what we might be able to do in our environments, regardless of our job title or role, to make things better for ourselves, and for those we work with.
⚡[DOWNLOAD]❤pdf✔ The 4 Stages of Psychological Safety Defining the Path to In...honeyblosffert
This is the first practical handson guide that shows how leaders can build psychological safety in their organization creating an environment where employees feel fully engaged and encouraged to contribute their best ideas.Fear has a profoundly negative impact on engagement learning efficacy productivity and innovation but until now there has been a lack of practical information on how to make employees feel safe about speaking up and contributing. Timothy Clark a social scientist and an organizational consultant provides a framework to move people through successive stages of psychological safety. The first stage is member safetythe team accepts you and grants you shared identity. Learner s
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.
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.
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.
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.
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.
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
Learn about psychological safety (as defined by Harvard professor Amy C Edmondson), leadership coaching, sustainable behaviour change, and how they fit together.
High Performing Teams and Psychological Safety - Creating a Fearless Organiza...David P. Moore
Psychological safety has been found to be foundational to highly performing teams. In this presentation we explore what psychological safety is, why it is important, and some practical ways you can help create it in your teams.
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.
Did you know that our brains are naturally biased? Let's explore the functions of unconscious bias together and navigate their impact on our decision-making processes. We will examine our own background and identities so we can interact more authentically with colleagues, consumers, and the community at large.
Mike Bowler presented on Psychological Safety at the DC Scrum User Group in November. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The term "psychological safety" was originally coined by Amy Edmondson to describe a behaviour that we can observe. But what does it mean to be psychologically safe? Why is this such a powerful and critical aspect to ourselves, and those around us?
When we dig a bit deeper, we find that psychological safety is deeply connected to our own survival mechanism. If we're going to create a positive and safe environment, we'll need to address it. And in order to do so, it's helpful to understand what's really going on in our brains.
In this session, we'll look at what we know from neuroscience and psychology about psychological safety. We'll discuss what we might be able to do in our environments, regardless of our job title or role, to make things better for ourselves, and for those we work with.
⚡[DOWNLOAD]❤pdf✔ The 4 Stages of Psychological Safety Defining the Path to In...honeyblosffert
This is the first practical handson guide that shows how leaders can build psychological safety in their organization creating an environment where employees feel fully engaged and encouraged to contribute their best ideas.Fear has a profoundly negative impact on engagement learning efficacy productivity and innovation but until now there has been a lack of practical information on how to make employees feel safe about speaking up and contributing. Timothy Clark a social scientist and an organizational consultant provides a framework to move people through successive stages of psychological safety. The first stage is member safetythe team accepts you and grants you shared identity. Learner s
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.
Daring to be authentic and vulnerable is a prerequisite for creating psychological safety. And now is a golden opportunity for all of us to show that we are fallible and accelerate the creation of a culture where we dare to speak up and can fail without fear of being punished or belittled.
This webinar will provide you with insights on what psychological safety is, the benefits of a psychologically safe workplace, why it can be difficult to create and how you can foster it.
One of the first things all aspiring commercial divers hear, be it in school, from recruiters, other divers and at their place of employment, is that 80% of divers don’t make it past the first 1-5 years. This may be partly the individual's shortcomings that leads to quitting the industry, but it is also a reflection of a bigger issue.
In order to begin to solve a problem, the problem needs to be defined. We asked you, and you answered. Here is what you said.
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.
INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Demographi.docxnormanibarber20063
INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Demographics are a key input that affects important OB processes, most particularly perceptions, which in turn affect the individual-level outcome of well-being/flourishing and the organizational outcomes of being an employer of choice and corporate reputation. Page 111 winning at work PERCEPTION PLAYS A KEY ROLE IN GETTING A JOB A recent survey of 400 humanresource professionals uncovered results that are important to college graduates looking for a job. The overwhelming conclusion? That “entry-level workers are an entitled, unprofessional bunch.” About 45 percent of the HR professionals believed that the work ethic of new college graduates had slipped in the past five years.1 Let’s consider how you can avoid being perceived so negatively. IMPRESSIONS FROM SOCIAL MEDIA The Internet is a gold mine of information for recruiters, and some of it creates a bad impression. Photos of drunken behavior, or rants with foul language or that “bash” your employer, won’t improve a recruiter’s perception. You need to be careful about your online presence because approximately 20 percent of all organizations browse sites like LinkedIn, Facebook, MySpace, and Twitter to help screen employees. Consider the experience of Pete Maulik, chief strategy officer at Fahrenheit 212. Maulik was ready to make an offer to an applicant, but first decided to check out the man’s LinkedIn profile—and decided that the applicant was not a team player. “He took credit for everything short of splitting the atom,” Mr. Maulik said. “Everything was ‘I did this.’ He seemed like a lone wolf. He did everything himself.” Maulik recalls another good applicant who used his Twitter account “to disparage just about every new innovation in the marketplace.” Maulik concluded that the applicant “was much more comfortable as the critic than the collaborative creator.”2 This candidate was not hired either. IMPRESSIONS FROM YOUR RÉSUMÉ Typos, gaps in employment, and too much work history can leave negative impressions. Career coach Cheryl Palmer notes that using your employer’s e-mail sends the message to potential employers “that the job seekers will not hesitate to use their equipment for personal use.”3 RECOMMENDED TIPS The following suggestions can help you manage the impression you are sending when applying for a job. Do’s •Adjust your Facebook privacy settings so potential employers can’t see your party photos. •Use Twitter and LinkedIn to play up your professional interests (like posting relevant news articles). •Cross-check your résumé and LinkedIn profile to make sure there aren’t discrepancies. Don’ts •Don’t badmouth a current or former employer, colleague, or company. •Avoid using foul language and making negative remarks. •Don’t post anything that might be perceived as racist, biased, or illegal.4 Note: We cover impression management in more depth in Chapter 12. FOR YOUWHAT’S AHEAD IN THIS CHAPTER We want to help you enhance you.
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.
grades.sav.savINTEGRATIVE FRAMEWORK FOR UNDERSTANDING AN.docxwhittemorelucilla
grades.sav.sav
INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Demographics are a key input that affects important OB processes, most particularly perceptions, which in turn affect the individual-level outcome of well-being/flourishing and the organizational outcomes of being an employer of choice and corporate reputation. Page 111 winning at work PERCEPTION PLAYS A KEY ROLE IN GETTING A JOB A recent survey of 400 humanresource professionals uncovered results that are important to college graduates looking for a job. The overwhelming conclusion? That “entry-level workers are an entitled, unprofessional bunch.” About 45 percent of the HR professionals believed that the work ethic of new college graduates had slipped in the past five years.1 Let’s consider how you can avoid being perceived so negatively. IMPRESSIONS FROM SOCIAL MEDIA The Internet is a gold mine of information for recruiters, and some of it creates a bad impression. Photos of drunken behavior, or rants with foul language or that “bash” your employer, won’t improve a recruiter’s perception. You need to be careful about your online presence because approximately 20 percent of all organizations browse sites like LinkedIn, Facebook, MySpace, and Twitter to help screen employees. Consider the experience of Pete Maulik, chief strategy officer at Fahrenheit 212. Maulik was ready to make an offer to an applicant, but first decided to check out the man’s LinkedIn profile—and decided that the applicant was not a team player. “He took credit for everything short of splitting the atom,” Mr. Maulik said. “Everything was ‘I did this.’ He seemed like a lone wolf. He did everything himself.” Maulik recalls another good applicant who used his Twitter account “to disparage just about every new innovation in the marketplace.” Maulik concluded that the applicant “was much more comfortable as the critic than the collaborative creator.”2 This candidate was not hired either. IMPRESSIONS FROM YOUR RÉSUMÉ Typos, gaps in employment, and too much work history can leave negative impressions. Career coach Cheryl Palmer notes that using your employer’s e-mail sends the message to potential employers “that the job seekers will not hesitate to use their equipment for personal use.”3 RECOMMENDED TIPS The following suggestions can help you manage the impression you are sending when applying for a job. Do’s •Adjust your Facebook privacy settings so potential employers can’t see your party photos. •Use Twitter and LinkedIn to play up your professional interests (like posting relevant news articles). •Cross-check your résumé and LinkedIn profile to make sure there aren’t discrepancies. Don’ts •Don’t badmouth a current or former employer, colleague, or company. •Avoid using foul language and making negative remarks. •Don’t post anything that might be perceived as racist, biased, or illegal.4 Note: We cover impression management in more depth in Chapter 12. FOR YOUWHAT’S AHEAD IN THIS CHAPTER We want to help ...
In this talk, I have discussed the issues around the need to recognize the business problem being solved, how to identify that, etc. rather than only focusing on the tech.
In this talk for the students of IIM Udaipur, I have discussed how AI as technology needs to deliver business value in order for AI as a discipline to be seen as relevant to business. I have also spoken briefly about my own research work.
What is #ThoughtLeadership? Is it mindless self-promotion, or is it more like some fancy management fad? Is it more like your social media presence, or sharing stories? What is the real deal here? In this talk, I have shared some ideas from others, and also some of my own learning over the years. Hope you find the answers you were looking for...
How does one go about blogging? Or, why to even blog in the first place? In this talk, I have shared some of my key learning over last 15 years of blogging
I delivered this guest lecture for the marketing team of Corteva Agriscience undergoing an executive program at ISB, Hyderabad. I have explained what is digital business model innovation, and how it could apply to agrobusinesses.
25 Years of Evolution of Software Product Management: A practitioner's perspe...Tathagat Varma
How has the role and function of product management evolved over the years? In this talk, I have shared my notes from my personal journey over the last 25 years.
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
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
3. COLUMBIA SHUTTLE DISASTER, 2003
When asked why by Charlie Gibson in
an ABC news interview, why he didn't
speak up. He said, "I just couldn't do
it." "She," meaning senior manager,
Linda Ham, who was at least two
organizational levels above
Rocha, "was way up here," gesturing
with his hand over his head, "and I
was way down here," gesturing with
his hand near his lap.
https://hstalks.com/t/4035/how-psychological-safety-might-have-prevented-the-/
4. VOLKSWAGEN “DEFEAT DEVICE” SCANDAL, 2008-2015
“A small group
has done damage
to our company.
We need a
climate where
mistakes are not
hidden.”
Really?
https://theconversation.com/where-were-the-whistleblowers-in-the-volkswagen-emissions-scandal-48249
5. WHO KILLED NOKIA? NOKIA DID
Based on the findings of an in-
depth investigation and 76
interviews with top and middle
managers, engineers and
external experts, we find that
this organisational fear was
grounded in a culture of
temperamental leaders and
frightened middle managers,
scared of telling the truth.
https://knowledge.insead.edu/strategy/who-killed-nokia-nokia-did-4268
7. IT’S SO EASY TO STAY SILENT!
Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE
https://youtu.be/LhoLuui9gX8
8. WHY SILENCE WINS AGAINST VOICE?
Who Benefits When Benefit
Occurs
Certainty of
Benefit
Voice The organization
and / or its
customers
After some
delay
Low
Silence Oneself Immediately High
From: The Fearless Organization – Amy Edmondson
10. WHY IS IT IMPORTANT?
In order to increase
intellectual friction,
we must reduce
social friction.
From: The Four Stages of Psychological Safety - Timothy Clark
11. ALARMING GLOBAL STATS!
• A mere 33% of U.S. workers believe their opinions count.
• Increasing psychological safety improves infection control in hospitals.
• An increasing percentage of millennials refuse to work for bosses that don't create psychological
safety.
• In the United States, a student drops out of high school every 26 seconds. Many of these students
drop out as a result of low psychological safety.
• In Australia, 23% of frontline workers report feeling psychological safety versus 45% of higher
income workers.
• The K-12 educational establishment is discovering that a focus on psychological safety is the
best preventive intervention to reduce the risk of school violence.
https://www.leaderfactor.com/the4stagesofpsychologicalsafety
12. POTENTIAL BENEFITS OF IMPROVING
PSYCHOLOGICAL SAFETY…
Gallup's data reveal 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.
https://www.gallup.com/workplace/236198/create-culture-psychological-safety.aspx
14. GOOGLE’S PROJECT ARISTOTLE, 2012
• What makes a team effective at Google?
• Psychological safety: Psychological safety refers to
an individual’s perception of the consequences of
taking an interpersonal risk or a belief that a team is
safe for risk taking in the face of being seen as
ignorant, incompetent, negative, or disruptive. In a
team with high psychological safety, teammates feel
safe to take risks around their team members. They
feel confident that no one on the team will
embarrass or punish anyone else for admitting a
mistake, asking a question, or offering a new idea.
https://rework.withgoogle.com/print/guides/5721312655835136/
15. WHAT IS PSYCHOLOGICAL SAFETY?
“Psychological safety was experienced as feeling able to show and employ
one's self without fear of negative consequences to self-image, status, or
career. People felt safe in situations in which they trusted that they would
not suffer for their personal engagement.”
16. HOW DOES IT INFLUENCE TEAM PERFORMANCE?
https://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Group_Performance/Edmondson%20Psychological%20safety.pdf
17. …LEADS TO HIGH PERFORMANCE
From: The Fearless Organization – Amy Edmondson
18. WHAT DOES PSYCHOLOGICAL SAFETY MEAN IN
SPECIFIC TERMS?
A condition in which human beings feel
1. included,
2. safe to learn,
3. safe to contribute, and
4. safe to challenge the status quo
all without fear of being embarrassed,
marginalized, or punished in some way.
From: The Four Stages of Psychological Safety - Timothy Clark
19. SO, HOW DO YOU BUILD IT?
Frame the work as a
learning problem
Acknowledge your
own fallibility.
Model curiosity. Ask a
lot of questions.
From: The Fearless Organization – Amy Edmondson
24. 4 STAGES OF
PSYCHOLOGICAL
SAFETY
https://www.leaderfactor.com/the4stagesofpsychologicalsafety
The 4 stages of psychological safety is a
universal pattern that reflects the
natural progression of human needs in
social settings. When teams,
organizations, and social units of all
kinds progress through the four stages,
they create deeply inclusive
environments, accelerate learning,
increase contribution, and stimulate
innovation.
25. 4 STAGES
Four stages of progression:
• Inclusion safety satisfies the basic human need to
connect and belong.
• Learner safety satisfies the basic human need to learn
and grow.
• Contributor safety satisfies the basic human need to
contribute and make a difference.
• Challenger safety satisfies the basic human need to
make things better.
Question: What is required to move up on these four
stages of safeties?
From: The Four Stages of Psychological Safety - Timothy Clark
26. RESPECT AND PERMISSION
“There’s a natural progression across four developmental
stages based on a combination of respect and permission.
• By respect, I mean the general level of regard and esteem
we give each other. To respect someone is to value and
appreciate them.
• By permission, I mean the permission given to others to
participate as members of a social unit, the degree to
which we allow them to influence us and participate in
what we are doing.
As organizations grant increasing levels of respect and
permission, individuals generally behave in a way that
reflects the level of psychological safety offered to them.”
From: The Four Stages of Psychological Safety - Timothy Clark
27. FROM INCLUSION TO INNOVATION…
• Ability to innovate is key for
organizations and teams today.
• However, organizations often ignore
lower-level safeties and directly
expect innovation which requires
Challenger Safety.
• Key is to systematically build
inclusion, learner, contributor and
finally challenger safety in order to
bring about ability to innovate the
organizations and teams.
From: The Four Stages of Psychological Safety - Timothy Clark
28. DANGERS OF IGNORING RESPECT AND PERMISSION…
• Bowling lane and “gutters”
• Paternalism: Team offers respect but very
little permission. Leaders behave like
helicopter parents and benevolent dictators,
telling children not to touch things.
• Exploitation: Team grants permission but
little respect. Leaders attempt to extract
value but not value those who create it. As
an extreme example, it is like slavery or a
sweatshop.
From: The Four Stages of Psychological Safety - Timothy Clark
29. ROLE OF
MANAGERS…
1. Inclusion safety: Are you prepared to cross the
threshold of inclusion, bridge differences, and
invite others into your society?
2. Learner safety: Are you prepared to encourage
others to learn?
3. Contributor safety: Are you prepared to give
others the autonomy to contribute and deliver
results?
4. Challenger safety: And finally, are you
prepared to cross the threshold of innovation
and provide air cover for others to challenge the
status quo and innovate?”
From: The Four Stages of Psychological Safety - Timothy Clark