That one question — What did you learn? — changed the way that I view my own missteps — with more compassion & understanding — & how I treat others when they make mistakes. As my experience shows, by making psychological safety a priority, leaders set up their teams for success now & long into the future.
We are living in a business world that is going through mass transformation regarding human capital. Manufacturers do not have enough of the “right employees” and, with 7 million job openings in the U.S. each day, employees have more job options than ever before.
Psychological success factors in an agile delivery teamSimon Carter
A talk discussing the psychological success factors in agile delivery teams.
A brief introduction to how leaders can help their teams to work better together.
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.
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
We are living in a business world that is going through mass transformation regarding human capital. Manufacturers do not have enough of the “right employees” and, with 7 million job openings in the U.S. each day, employees have more job options than ever before.
Psychological success factors in an agile delivery teamSimon Carter
A talk discussing the psychological success factors in agile delivery teams.
A brief introduction to how leaders can help their teams to work better together.
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.
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
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.
Why compassion is a better managerial tactic than toughnessAlex Clapson
Research by Fiona Lee at the University of Michigan that shows that promoting a culture of safety — rather than fear of negative consequences – helps encourage the spirit of experimentation so critical for creativity.
Empathy doesn’t only come in handy when listening to your best friend explain his woes. It’s actually very important for work, both for leaders and team members alike. The Consortium for Research on Emotional Intelligence in Organizations reports a correlation between empathy and increased sales, high performing managers of product development teams, and increased performance in highly diverse teams. Studies have also shown that empathy improves leadership ability and facilitates effective communication.
Accountability - A key tool for high performing teamsAlex Clapson
Successful teams can’t thrive without accountability in the workplace — results and accountability are inextricably linked. Creating a company culture of accountability is often the secret of high-performing teams; it fosters better work relationships, improves job happiness, and eliminates surprises.
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.
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.
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.
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
Discover the neuroscience behind the physical and emotional impact leaders can have on their teams by having positive celebrations and intelligent conversations.
A minimum of 150 words each question and References Response (#1 –.docxblondellchancy
A minimum of 150 words each question and References Response (#1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1. I don't find the motivational theory argument to be contradicting when recognizing individual differences and when it comes to also paying attention to members of diverse groups. The reason being every individual has a skill set that they can bring to an organization. I have seen this in many of the different places I have worked over the years. There are individuals that can handle interacting with others (customers, coworkers), then there are individuals who are able to perform task around the workplace (speed, precision, quality). This not only has the individual stand out from the rest, but they also give coworkers the chance to experience and get better in that area too. Two theories that come to mind is Maslow's Hierarchy Theory (content) and Herzberg's Two-Factor Theory (process). Maslow's theory is what motivates people and breaks it into difference categories. “In the workplace these translate into things that make a job appealing. For example, most people want a safe working environment, to feel appreciated, recognition for hard work and a chance to move up the ladder of success” (Reference, 2019). This can cover apply to everyone in a diverse workplace. Then there is Herzberg’s theory which is based off someone’s behavior. This implies in understanding each individual motivation and what outcome it will have.
2. Though motivational theory promotes the idea of individual differences, we must also recognize these differences within diverse groups as well. Thus, a content theory such as the hierarchy of needs, by Abraham Maslow focuses on five specific elements that ultimately promote motivation within a person (Schermerhorn & Uhl-Bien, 2014). Additionally, this theory focuses on the basic of human needs and the underlying factors that cause motivation. In the same regard, applying this theory may work with some individuals, but not all. Further, some diverse workgroups may be more motivated by a process theory, such as equity theory, which was brought upon by J. Stacy Adams, which focuses on any form of perceived inequity, that ultimately spawns motivation (Schermerhorn & Uhl-Bien, 2014). It is with this theory that equity comparison among people, ultimately spawn motivation. This can be seen with those who feel as though they have been given less than others which creates negative inequity, and those who feel they received more than others, which is known as positive equity. When gaining knowledge as to how to navigate specific atmospheres within a workplace setting, it is essential to recognize the differences among a group of people, and what truly motivates them based upon their diversity. Thus, I do not believe that it is a contradiction to foc ...
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.
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.
Please provide substantial in your own word answers to the followi.docxmattjtoni51554
Please provide substantial in your own word answers to the following questions. Word count must be 50 or more.
1. The Good and Bad of Anger at Work Andrew Cornell, CEO of Cornell Iron Works, understands the days of the screaming boss are numbered. He deals with anger towards his employees by holding frequent and brief meetings, “rather than ‘waiting until the end, throwing a nuclear bomb and leaving blood all over the wall.’” Screaming takes other forms too. At work you might receive a hostile e-mail berating you, copied to coworkers, in ALL CAPS. Science supports the many people who believe that “yelling” via e-mail or face-to-face is inappropriate and counterproductive. You may have been in a group meeting when someone was so angry he or she began to scream and bully another person. Bullying and yelling are unprofessional, are uncalled for, and damage the reputation of the perpetrator.
COSTS OF NEGATIVE EMOTIONS Growing research evidence supports the undesirable outcomes from negative emotions that we all suspect. Negative emotions due to organizational change, for example, are linked to more sick time used and employee turnover.
UNHAPPY CUSTOMERS MAY SUFFER TWICE Customers’ negative emotional displays (e.g., verbal aggression) have been shown to negatively affect employee job performance. Specifically, receivers of the aggression made more mistakes recalling and processing the customers’ complaints! You may want to think twice before venting on a customer service representative.
WHAT ABOUT THE BENEFITS OF ANGER?Expressing your anger sometimes can actually solve the problem. Your message is communicated, albeit forcefully, which can lead to better understanding. Displays of anger also are more likely to be beneficial if they are directed at organizational issues and problems instead of individuals. Being angry at the problem rather than the person is likely to be perceived more constructively and less defensively.
Provide your thoughts to the following questions?
1.What advice would you give to managers on how to handle their own anger and other negative emotions at work?
2.What advice would you give to managers on how to handle the anger and negative emotions felt (and expressed) by their direct reports?
3.What has been the most productive way for you to deal with your negative emotions?
2. What type of assessments and evaluations might you use to determine the characteristics of your employees? Does the type of tool make a difference? Why or why not?
How might an individual employee's personality affect the performance of an organization? If the effect is negative, how might you change this? If the affect is positive, how can you capitalize on this?
As a manager, how can you use your knowledge of employee characteristics to improve organizational performance? Provide specific examples to support your response.
3. How do you think perceptions impact the manager/employee relationship? Do you have any examples?
How might the topics .
Empathy Is a Stress Response - Choose Compassion insteadAlex Clapson
Research shows that empathy is a whole-body experience: We mirror each other’s physiology alongside the emotion. Negative states, whether it is pain, anger, or anxiety, create high activation & arousal in the body, so when you empathize with someone stressed, you become stressed, too. This is why so many caregivers experience burnout.
7 tips to help you become a SupercommunicatorAlex Clapson
Supercommunicators are rarely the most dynamic people in the room. They are the normies who are blessed with the ability to make those around them feel truly understood. The benefits aren’t only altruistic. Supercommunicators are scarily good at getting what they want.
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.
Why compassion is a better managerial tactic than toughnessAlex Clapson
Research by Fiona Lee at the University of Michigan that shows that promoting a culture of safety — rather than fear of negative consequences – helps encourage the spirit of experimentation so critical for creativity.
Empathy doesn’t only come in handy when listening to your best friend explain his woes. It’s actually very important for work, both for leaders and team members alike. The Consortium for Research on Emotional Intelligence in Organizations reports a correlation between empathy and increased sales, high performing managers of product development teams, and increased performance in highly diverse teams. Studies have also shown that empathy improves leadership ability and facilitates effective communication.
Accountability - A key tool for high performing teamsAlex Clapson
Successful teams can’t thrive without accountability in the workplace — results and accountability are inextricably linked. Creating a company culture of accountability is often the secret of high-performing teams; it fosters better work relationships, improves job happiness, and eliminates surprises.
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.
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.
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.
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
Discover the neuroscience behind the physical and emotional impact leaders can have on their teams by having positive celebrations and intelligent conversations.
A minimum of 150 words each question and References Response (#1 –.docxblondellchancy
A minimum of 150 words each question and References Response (#1 – 6) KEEP RESPONSE WITH ANSWER
Make sure the Responses includes the Following: (a) an understanding of the weekly content as supported by a scholarly resource, (b) the provision of a probing question. (c) stay on topic
1. I don't find the motivational theory argument to be contradicting when recognizing individual differences and when it comes to also paying attention to members of diverse groups. The reason being every individual has a skill set that they can bring to an organization. I have seen this in many of the different places I have worked over the years. There are individuals that can handle interacting with others (customers, coworkers), then there are individuals who are able to perform task around the workplace (speed, precision, quality). This not only has the individual stand out from the rest, but they also give coworkers the chance to experience and get better in that area too. Two theories that come to mind is Maslow's Hierarchy Theory (content) and Herzberg's Two-Factor Theory (process). Maslow's theory is what motivates people and breaks it into difference categories. “In the workplace these translate into things that make a job appealing. For example, most people want a safe working environment, to feel appreciated, recognition for hard work and a chance to move up the ladder of success” (Reference, 2019). This can cover apply to everyone in a diverse workplace. Then there is Herzberg’s theory which is based off someone’s behavior. This implies in understanding each individual motivation and what outcome it will have.
2. Though motivational theory promotes the idea of individual differences, we must also recognize these differences within diverse groups as well. Thus, a content theory such as the hierarchy of needs, by Abraham Maslow focuses on five specific elements that ultimately promote motivation within a person (Schermerhorn & Uhl-Bien, 2014). Additionally, this theory focuses on the basic of human needs and the underlying factors that cause motivation. In the same regard, applying this theory may work with some individuals, but not all. Further, some diverse workgroups may be more motivated by a process theory, such as equity theory, which was brought upon by J. Stacy Adams, which focuses on any form of perceived inequity, that ultimately spawns motivation (Schermerhorn & Uhl-Bien, 2014). It is with this theory that equity comparison among people, ultimately spawn motivation. This can be seen with those who feel as though they have been given less than others which creates negative inequity, and those who feel they received more than others, which is known as positive equity. When gaining knowledge as to how to navigate specific atmospheres within a workplace setting, it is essential to recognize the differences among a group of people, and what truly motivates them based upon their diversity. Thus, I do not believe that it is a contradiction to foc ...
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.
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.
Please provide substantial in your own word answers to the followi.docxmattjtoni51554
Please provide substantial in your own word answers to the following questions. Word count must be 50 or more.
1. The Good and Bad of Anger at Work Andrew Cornell, CEO of Cornell Iron Works, understands the days of the screaming boss are numbered. He deals with anger towards his employees by holding frequent and brief meetings, “rather than ‘waiting until the end, throwing a nuclear bomb and leaving blood all over the wall.’” Screaming takes other forms too. At work you might receive a hostile e-mail berating you, copied to coworkers, in ALL CAPS. Science supports the many people who believe that “yelling” via e-mail or face-to-face is inappropriate and counterproductive. You may have been in a group meeting when someone was so angry he or she began to scream and bully another person. Bullying and yelling are unprofessional, are uncalled for, and damage the reputation of the perpetrator.
COSTS OF NEGATIVE EMOTIONS Growing research evidence supports the undesirable outcomes from negative emotions that we all suspect. Negative emotions due to organizational change, for example, are linked to more sick time used and employee turnover.
UNHAPPY CUSTOMERS MAY SUFFER TWICE Customers’ negative emotional displays (e.g., verbal aggression) have been shown to negatively affect employee job performance. Specifically, receivers of the aggression made more mistakes recalling and processing the customers’ complaints! You may want to think twice before venting on a customer service representative.
WHAT ABOUT THE BENEFITS OF ANGER?Expressing your anger sometimes can actually solve the problem. Your message is communicated, albeit forcefully, which can lead to better understanding. Displays of anger also are more likely to be beneficial if they are directed at organizational issues and problems instead of individuals. Being angry at the problem rather than the person is likely to be perceived more constructively and less defensively.
Provide your thoughts to the following questions?
1.What advice would you give to managers on how to handle their own anger and other negative emotions at work?
2.What advice would you give to managers on how to handle the anger and negative emotions felt (and expressed) by their direct reports?
3.What has been the most productive way for you to deal with your negative emotions?
2. What type of assessments and evaluations might you use to determine the characteristics of your employees? Does the type of tool make a difference? Why or why not?
How might an individual employee's personality affect the performance of an organization? If the effect is negative, how might you change this? If the affect is positive, how can you capitalize on this?
As a manager, how can you use your knowledge of employee characteristics to improve organizational performance? Provide specific examples to support your response.
3. How do you think perceptions impact the manager/employee relationship? Do you have any examples?
How might the topics .
Empathy Is a Stress Response - Choose Compassion insteadAlex Clapson
Research shows that empathy is a whole-body experience: We mirror each other’s physiology alongside the emotion. Negative states, whether it is pain, anger, or anxiety, create high activation & arousal in the body, so when you empathize with someone stressed, you become stressed, too. This is why so many caregivers experience burnout.
7 tips to help you become a SupercommunicatorAlex Clapson
Supercommunicators are rarely the most dynamic people in the room. They are the normies who are blessed with the ability to make those around them feel truly understood. The benefits aren’t only altruistic. Supercommunicators are scarily good at getting what they want.
Why people crave feedback - & why we're afraid to give it.pdfAlex Clapson
We all like to think of ourselves as someone who would give someone constructive feedback, but the study suggests that even in a low-cost situation, most people don’t. People overestimate the negative consequences giving feedback for themselves, as well as underestimate the benefits for the other person.
Microsoft recently reported that in the spring of 2022, the number of videoenabled Teams meetings per week more than doubled globally for the average user
since the start of the pandemic. And there was no evidence of a reversal.
"...A Coach is someone who tells you what you don't want to hear so you can see
what you don't want to see so you can be what you always wanted to be."
Stop Asking for Feedback - Ask for advice insteadAlex Clapson
Advice-giving leads one to think about future actions that the person in need of guidance could take. As such, when asked to give advice, people are more likely to think critically & specifically about strategies the person could use to improve.
Why we need to change the language that we use in relation to allegationsAlex Clapson
The key message is that we ought to stop using the word Disclosure,
unless there has been a Finding of Fact hearing carried out by the court.
We risk all our efforts gathering evidence for proceedings to be
disregarded if we (as expert witnesses) continue to use the incorrect
terminology.
Getting comfortable with discomfort, by Professor David ClutterbuckAlex Clapson
Putting the client in control of their own feelings of comfort or discomfort, by making them transparent and adjustable, can provide the confidence boost that allows them to take tentative steps into greater discomfort.
Trust Recovery in the Team by David Clutterbuck.pdfAlex Clapson
Once trust is broken in a team, it is hard to recover. Yet the requirement to collaborate remains as strongly as ever.
If they learn from the breakdown of that relationship, they become a wiser person, better able to trust and be trusted.
Building Psychological Safety is the key to rebuilding trust.
Why Traditional Parenting Logic Doesnt WorkAlex Clapson
Traditional parenting logic is all about rewards and consequences. Good parents use these methods with their children all the time with excellent results. But, what happens when good people are raising a child that has a significant history of trauma?
This brief article offers some practical approaches.
Action Learning focuses on the experience, feelings, & insights of the individual. Rather than jumping to solve a problem as quickly as possible, Action Learning enables deeper enquiry, & results in deeper understanding.
Why walking through the countryside 'tames' our brainAlex Clapson
Exposure to nature decreases amygdala activity & has beneficial effects on stress-related brain regions. This suggests that walking in the countryside buffers the detrimental effects of city life. And, in turn, it potentially acts as a preventive measure against the development of some mental disorders.
Where companies go wrong with Learning & Development by Steve Glaveski -HBRAlex Clapson
Organizations spent $359 billion globally on training in 2016, but was it worth it?
Not only is most of the training in today’s companies ineffective, but the purpose, timing, & content of training is flawed. Want to see eyes glaze over quicker than you can finish this sentence? Mandate that busy employees attend a training session on “business writing skills”, or “conflict resolution”, or some other such course with little alignment to their needs. Like lean manufacturing & the lean start-up before it, lean learning supports the adaptability that gives organizations a competitive advantage in today’s market. It’s about learning the core of what you need to learn, applying it to real-world situations immediately, receiving immediate feedback & refining your understanding, & then repeating the cycle. To begin practicing lean learning, organizations need to move from measuring credits earned to measuring business outcomes created. Lean learning ensures that employees not only learn the right thing, at the right time, & for the right reasons, but also that they retain what they learn.
Negative Mental States Become Negative Neural Traits, by Debbie HamptonAlex Clapson
“Your brain is like Velcro for negative experiences but Teflon for positive ones.” Even though the negativity bias is great for ensuring survival, it’s lousy at promoting happiness, peace, fulfilling relationships, & long-term physical & mental health.
This brief article shares a method to alter the way in which our brain focuses to much on the negative, to the detriment of the positive.
Feedback is a gift that you give to the recipient. If you think that it matters enough to say something about the way in which someone has behaved, then you should be concerned to see that it is both given & received in the best possible way. If you bear the following four points in mind when giving feedback, then they may help to ensure that your message is effectively delivered.
Free Communication Guide - Top Tips by Emma QuinnAlex Clapson
The key skill in communication in any language is to be equally invested in all the participants, and to truly listen as well as getting your own points across.
This guide includes:
1. Section 1 - How to communicate effectively
2. Section 2 - How to communicate well when working remotely
The upsides of Imposter Syndrome by Professor David ClutterbuckAlex Clapson
Having what we might call balanced self-doubt keeps us on our toes, constantly
curious, & less likely to become complacent.
This brief article explores the upsides of Imposter Syndrome.
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
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.
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
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.
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
CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
What Is Psychological Safety?
1. What Is Psychological Safety?
by Amy Gallo February 15, 2023
Thomas Macpherson/Getty Images
Summary:
What exactly is psychological safety? It’s a term that’s used a lot but is often
misunderstood. In this piece, the author answers the following questions with input from
Harvard Business School professor Amy Edmondson, who coined the phrase “team
psychological safety”: 1) What is psychological safety? 2) Why is psychological safety
important? 3) How has the idea evolved? 4) How do you know if your team has it? 5) How
do you create psychological safety? 6) What are common misconceptions?
No one likes to deliver bad news to their boss. But that’s exactly what I had to do
when a project I’d been working on wasn’t delivering the results we expected. I’d
been a big advocate for our team taking on the initiative &, personally, I’d invested a
lot of time into it — & convinced others to do the same.
When I met with my manager to present the data, which showed that we hadn’t
recouped our investment & the initiative had performed worse than planned, I was
nervous. I would’ve understood if she had been frustrated or even angry & I
expected her to at least ask “What went wrong?” or “How could we have prevented
this?” (both questions I’d prepared answers for).
Instead, she asked a simple question: What did you learn?
I now understand that what she was doing was building psychological safety. She
understood that learning was key — my (& her team’s) future performance depended
on it. Psychological safety is a critical concept for teams & the people that lead them.
It’s also a topic we’ve covered quite a bit at HBR. But not everyone knows or fully
understands it, so I reached out to Amy Edmondson, the Harvard Business School
2. professor & author of The Fearless Organization, who coined the phrase “team
psychological safety,” to get a refresher on this important idea. I asked her about
where the term originated, how it’s evolved, &, of course, how people can think about
building psychological safety on their own teams.
What is psychological safety?
Let’s start with a definition. Team psychological safety is a shared belief held by
members of a team that it’s OK to take risks, to express their ideas & concerns, to
speak up with questions, & to admit mistakes — all without fear of negative
consequences. As Edmondson puts it, “it’s felt permission for candor.”
Edmondson first landed on the concept when she was doing research for her PhD.
She had set out to study the relationship between error making & teamwork in
hospitals, expecting to find that more effective teams made fewer mistakes. But what
she found was that the teams who reported better teamwork seemed to experience
more errors. When she dug into the data, she began to suspect that better teams
might be more willing to report their mistakes – because they felt safe doing so – &
conducted follow up research to explore that hypothesis.
The “team” in team psychological safety is important. “This is a group level
phenomenon — it shapes the learning behavior of the group & in turn affects team
performance & therefore organizational performance,” she says. As Edmondson
explained to me, the sense of safety & willingness to speak up is not an individual
trait, even though it’s something you do feel & experience at the individual level; “it’s
an emergent property of the group.” In fact, in most studies, people who work closely
together have similar levels of psychological safety compared to people in other
teams.
Why is psychological safety important?
First, psychological safety leads to team members feeling more engaged &
motivated, because they feel that their contributions matter & that they’re able to
speak up without fear of retribution. Second, it can lead to better decision-making, as
people feel more comfortable voicing their opinions & concerns, which often leads to
a more diverse range of perspectives being heard & considered. Third, it can foster a
culture of continuous learning & improvement, as team members feel comfortable
sharing their mistakes & learning from them. (This is what my boss was doing in the
opening story.)
All of these benefits — the impact on a team’s performance, innovation,
creativity, resilience, & learning — have been proven in research over the years,
most notably in Edmondson’s original research & in a study done at Google. That
research, known as Project Aristotle, aimed to understand the factors that impacted
team effectiveness across Google. Using over 30 statistical models & hundreds of
variables, that project concluded that who was on a team mattered less than how the
team worked together. The most important factor was psychological safety.
3. Further research has shown the incredible downsides of not having psychological
safety, including negative impacts on employee well-being, including stress, burnout,
& turnover, as well as on the overall performance of the organization.
How has the idea evolved?
I asked Edmondson how the idea has changed in the 20 years since she first starting
writing about it. Academics have discovered some important nuances. For example,
she points out that psychological safety seems to matter more in work environments
where employees need to use their discretion. As she explains, “The relationship
between psychological safety & performance is stronger in situations where the
results or work aren’t prescribed, when you’re doing something creative, novel, or
truly collaborative.” She has also written about how hybrid work requires that
managers expand how they think about psychological safety.
She and others have also been looking at how psychological safety interacts with
diversity on teams. New research by Edmondson & Henrik Bresman, a professor of
organizational behavior at INSEAD, has shown that on teams with high
psychological safety, expertise diversity was positively associated with performance.
While their study is a single one in a single industry (drug development), it’s an
important proof point “that psychological safety may be the key to realizing the
promise of diversity in teams.”
How do you know if your team has it?
This is likely the question on many leaders’ minds. Edmondson has developed a
simple 7-item questionnaire to assess the perception of psychological safety (if you
want to run this survey with your team, there’s an instrument you can sign up to use
on Edmondson’s website).
How people answer these questions will give you a sense of the degree to which
they feel psychologically safe:
1. If you make a mistake on this team, it is not held against you
2. Members of this team are able to bring up problems & tough issues
3. People on this team sometimes accept others for being different
4. It is safe to take a risk on this team
5. It isn’t difficult to ask other members of this team for help
6. No one on this team would deliberately act in a way that undermines my
efforts
7. Working with members of this team, my unique skills & talents are valued &
utilized
Edmondson cautions however that the scores are not definitive; what matters is the
variance. “Anyone filling out a survey is doing so in a way that is relative to their
expectations,” she says. “For example, if I say ‘yes, I can ask for help’ I’m doing that
relative to what I think it ‘ought’ to be.” She suggests managers use the data from the
survey to reflect on your team’s experience & be curious about what you could
change to improve that experience. Which leads to another critical question: what
can you do to foster psychological safety?
4. How do you create psychological safety?
Edmondson is quick to point out that “it’s more magic than science” & it’s important
for managers to remember this is “a climate that we co-create, sometimes in
mysterious ways.”
Anyone who has worked on a team marked by silence & the inability to speak up,
knows how hard it is to reverse that.
A lot of what goes into creating a psychologically safe environment are good
management practices — things like establishing clear norms and expectations so
there is a sense of predictability & fairness; encouraging open
communication & actively listening to employees; making sure team members feel
supported; & showing appreciation & humility when people do speak up.
There are a few additional tactics that Edmondson points to as well.
Make clear why employees’ voices matter.
For most people, it feels safe to hold back and stay silent — they default to keeping
their ideas & opinions to themselves. “You have to override that instinct by setting
the stage for them to speak up,” she says. Explain clearly & specifically why you
need to hear from them, why their viewpoint & input matters, & how it will affect the
outcomes of the work.
Admit your own fallibility.
If you, as a leader, can own up to & demonstrate how you’ve learned from your
mistakes, it paves the way for others. It’s important to model the behavior you want
to see in your team & normalize vulnerability. This includes things like being
respectful, open to feedback, & willing to take risks.
Actively invite input.
Don’t assume people will tell you what they’re thinking or that they understand that
you want their input. “Explicitly request it,” says Edmondson. She suggests asking
open-ended questions like: What are you seeing? What are your thoughts on this?
Where do you stand on this idea?
Respond productively.
You can tell people you want their input or it’s OK to make mistakes, but they won’t
do those things if they feel like they’re being blamed or shut down. Edmondson
suggests asking yourself: When people speak up with a wacky idea or tough
feedback, how do you respond? Be “appreciative & forward-thinking.” Also, replace
blame with curiosity. As author & coach Laura Delizonna writes, “If team members
sense that you’re trying to blame them for something, you become their saber-
toothed tiger… The alternative to blame is curiosity. If you believe you already know
what the other person is thinking, then you’re not ready to have a conversation.
Instead, adopt a learning mindset, knowing you don’t have all the facts.”
5. What are common misconceptions?
I also asked Edmondson if there are any myths or misconceptions about
psychological safety & she pointed to two.
“It’s all about being nice.”
Edmondson says that creating a psychologically safe environment isn’t about being
“nice.” In fact, there are many polite workplaces that don’t have psychological safety
because there’s no candor, & people feel silenced by the enforced politeness.
“Unfortunately, at work, nice is often synonymous with not being candid.”
“You must feel comfortable in a psychologically safe environment.”
“Too many people think that it’s about feeling comfortable all the time & that you
can’t say anything that makes someone else uncomfortable or you’re violating
psychological safety,” says Edmondson. That’s simply not true. Learning & messing
up & pointing out mistakes is usually uncomfortable. Being vulnerable will feel risky.
The key is to take risks in a safe environment – one without negative interpersonal
consequences. “Anything hard to achieve requires being uncomfortable along the
way.” She shares the analogy of an Olympic gymnast. In her training, she pushes
herself & her body; she takes risks but does so in a way that she won’t get injured.
Edmondson reminds us, “Candor is hard but non-candor is worse.”
. . .
My boss’s simple response when I came to her feeling defeated has had a huge
impact on me. That one question — What did you learn? — changed the way that I
view my own missteps — with more compassion & understanding — & how I treat
others when they make mistakes. As my experience shows, by making psychological
safety a priority, leaders set up their teams for success now & long into the future.
More From The Author
Getting Along: How to Work with Anyone (Even Difficult People)
• Amy Gallo is a contributing editor at Harvard Business Review, cohost of
the Women at Work podcast, & the author of two books: Getting Along: How
to Work with Anyone (Even Difficult People) & the HBR Guide to Dealing with
Conflict. She writes and speaks about workplace dynamics. Watch her TEDx
talk on conflict & follow her on LinkedIn