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The Art of Creating a Trusted Space
The document discusses strategies for creating psychological safety in teams. It explains that psychological safety is critical for team performance and allows team members to take risks like asking questions or admitting mistakes without fear of punishment. Specific strategies mentioned include building relationships among team members through informal interactions, establishing regular team meetings and routines, reducing power differences between leaders and members, and changing the physical layout of meeting spaces. The goal is to create an environment where learning behaviors can occur freely for better teamwork and knowledge sharing.
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The Art of Creating a Trusted Space
- 1. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE The Art of Creating a Trusted Space 1 SIKM APRIL 17, 2018 Nancy Dixon www.commonknowledge nancydixon@commonknowledge.org
- 2. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE WHO I AM 2 • CONSULTANT • CONVERSATION ARCHITECT • INTERACTIVE MEETING DEISGNER • FACILITATOR OF IN-PERSON AND ON-LINE GATHERINGS • LONG TIME MEMBER OF SIKM • AUTHOR • KEYNOTE SPEAKER • FORMER PROFESSOR AT GWU
- 3. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE “Trust” 5-10 Alerts Daily 3
- 4. The Erosion ofTrust 4
- 5. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE 5 Project Aristotle Google’s data indicated that psychological safety, more than anything else, was critical to making a team work. Duhigg, NYT, 2016
- 6. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Psychological Safety Team members have a sense of confidence that the team will not embarrass, reject, or punish members for speaking up. 6
- 7. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Two Kinds of Trust: • the team may meet initially face-to-face to build initial trust, but have little face-to-face interaction after that. 7 • the team routinely meets face-to-face, with gradual trust growing over time and through shared experiences Nilsson and Mattes (2015)
- 8. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE To Create Psychological Safety in a Team • experience others’ capability to perform specific tasks, • their reliability in performing the agreed upon tasks, and • witnessing the integrity and kindness of others in the work situation. 8
- 9. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Psychological safety goes beyond interpersonal trust to include •respect for each other’s competence •caring about each other as people •trust in each other’s intentions. 9
- 10. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Why Psychological Safety Matters to KM 10
- 11. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Teams Members Learn By: • Asking for help from other members • Discussing differences of opinion openly rather than privately or outside the group • Revealing their own errors to the team • Seeking feedback, on their own actions and the team’s actions, from team members and customers • Sharing information, in particular, the unique information each member holds • Testing their own assumptions and the assumptions of other team members before acting on them • Experimenting as a group with new actions to accomplish the team goal • Reflecting together on results of team actions 11
- 12. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE These actions are Risky • Asking for help from other members • Discussing differences of opinion openly rather than privately or outside the group • Revealing their own errors to the team • Seeking feedback, on their own actions and the team’s actions, from team members and customers • Sharing information, in particular, the unique information each member holds • Testing their own assumptions and the assumptions of other team members before acting on them • Experimenting as a group with new actions to accomplish the team goal • Reflecting together on results of team actions 12
- 13. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Chris Argyris “When team members perceive the possibility of embarrassment or threat, they act in ways that inhibit learning; in short they remain silent or resort to meaningless generalities rather than risk negative consequences.” 13
- 14. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Actions to Create Psychological Safety in a Team 14 • Be intentional about building relationships among team members • Institute teaming routines • Reduce the power difference between leader and member • Change the physical shape of the meeting
- 15. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Build Relationship Among Team Members • Create spaces for informal learning - build nearby spaces for team members to get coffee and to sit and chat • Start team meetings with a check in, encourage check in stories about family or hobbies, “What’s going on in your world?” • Have celebration dinners, sometimes include families • If virtual, use Zoom or Skype for meetings so members can see each other Team members can’t demonstrate kindness toward others unless they know about others in a personal sense – walking the Application Trail, a kid in trouble, having a paper accepted, an ill parent, winning a championship, getting a new dog 15
- 16. The Initial OfficePlan for the National Institute for Working Life 16
- 17. Change the trafficflow 17
- 18. “The Square makeswhat everyone does more transparent, otherwise it is more secret - now everyone knows what we’re doing” • 54% increase in knowledge of what others are working on • Greater agreement on organizational vision and purpose • More help on projects from others • 32% increase on the number of door way conversations 18
- 19. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Develop Teaming Routines Teaming Routines (Edmondson) • Team planning meetings • Team After Action Reviews or Retrospects • Meeting to jointly address issues the team is facing: • client requirements • interface with other units • scheduling problems • 15 min morning meetings Team members can’t learn from each other unless they set aside time to think together about issues they are jointly responsible for 19
- 20. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Transitive Memory Knowledge of what others know. Which increases the respect for and interest in the ideas of others. 20
- 21. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Reduce the Power Difference Between Team Leader and Team Members • Leader wears clothing similar to clothing of team members • In meetings, leader sits rather than standing in front of team members • In discussion, leader refrains from responding after every member speaks, rather makes space for others to respond • Leader frequently shares own mistakes • Leader acknowledges own lack of knowledge about a topic, deferring question to member who has greater knowledge on the topic 21
- 22. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Teams Members Learn By: • Asking for help from other members • Discussing differences of opinion openly rather than privately or outside the group • Revealing their own errors to the team • Seeking feedback, on their own actions and the team’s actions, from team members and customers • Sharing information, in particular, the unique information each member holds • Testing their own assumptions and the assumptions of other team members before acting on them • Experimenting as a group with new actions to accomplish the team goal • Reflecting together on results of team actions 22
- 23. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Change the Physical Shape of the Meeting Hold a meeting: •In a circle of chairs • Somewhere you don’t normally meet •Several small tables •In an informal space 23
- 24. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE 24 If you want to change the conversation, then change the space in which the conversation takes place
- 25. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE Actions to Create Psychological Safety in a Team 25 • Be intentional about building relationships among team members • Institute teaming routines • Reduce the power difference between leader and member • Change the physical shape of the meeting
- 26. COLLECTIVE SENSEMAKING ·INTERACTIVE FACILITATION · KNOWLEDGE 26