1). Learner Safety is encouraged when it is safe to… ask questions, experiment, make mistakes, look for new opportunities, innovate and create. 2). Challenger Safety is advanced when it is safe to… challenge the status quo, speak up, express ideas, identify barriers to change, and expose problems. 3). Collaborator Safety is promoted when it is safe to… engage in an unrestrained way, have mutual access, maintain an open dialogue, and foster constructive debate. 4). Inclusion Safety is encouraged when it is safe to… know that you are valued, treat all fairly, openly contribute, feel your ideas and perspectives matter, include all regardless of their role. Summary When considering the collective health of an organization, it is critical that organizational leaders and influencers (such as EA providers) remain attentive to the intersectional experiences and identities of diverse employees. This is especially relevant in the continuing wake of COVID-19, which has disproportionately impacted the lives of diverse employees. There remain critical opportunities for EA professionals to foster and nurture a workplace atmosphere that promotes sensitivity, psychological safety, and trust, so the diverse employee does not need to also be a hidden employee – whether by choice or by circumstance. Dr. Bryan McNutt, PhD, LMFT, CEAP, is a Licensed Clinical Psychologist who currently works as an internal employee assistance counselor with the Faculty and Staff Assistance Program at the University of California, San Diego. Dr. McNutt also serves as the president of the EAPA San Diego Chapter. He may be reached at bryanmcnuttphd@gmail.com
References
American Psychological Association (2021). Stress in America™ 2020: One Year Later, A New Wave of Pandemic Health Concerns. Washington, D.C. American Psychological Association (2021). Psychology and the post-pandemic workplace. https:// www.apa.org/members/content/secure/post-pandemic-workplace.pdf American Psychological Association, APA Working Group on Stress and Health Disparities. (2017). Stress and health disparities: Contexts, mechanisms, and interventions among racial/ethnic minority and low-socioeconomic status populations. Retrieved from http://www.apa.org/pi/health-disparities/ resources/stress-report.aspx Edmondson, A. (2019). The fearless organization. Ellingrud, K., Krishnan, M., Krivkovich, A., Kukla, K., Mendy, A., Robinson, N., Sancier-Sultan, S., & Yee, L. (2020). Diverse employees are struggling the most during COVID-19: Here’s how companies can respond. McKinsey & Company. Hancock, B. & Schaninger, B. (2021). “The elusive inclusive workplace.” McKinsey & Company. Human Rights Campaign & PSB Insights (2021). “COVID-19 continues to adversely impact LGBT people while initial phases of reopening create new economic problems”. LGBTQ-COVID19-EconImpact-Reopening-083120b.pdf Lorenzo, R., Voight, N., Tsusaka, M., Krentz, M., and Abouzahr, K. (2018). “How Diverse Leadership Teams Boost Innovation.” BCG Diversity and Innovation Survey. https://www.bcg.com/en-us/publications/2018/how-diverse-leadership-teams-boost-innovation Tebbe, E. A., Allan, B. A., & Bell, H. L. (2019). Work and well-being in TGNC adults: The moderating effect of workplace protections. Journal of Counseling Psychology, 66(1), 1–13. https://doiorg.pgi. idm.oclc.org/10.1037/cou0000308 Veles, B. L., Moradi, B., & Brewster, M. E. (2013). Testing the Tenets of Minority Stress Theory in Workplace Contexts. Journal of Counseling Psychology, 60(4), 532–542. https://doi-org.pgi.idm.oclc. org/10.1037/a0033346
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