Strategies To Strategic Risk Taking and Forward-Thinking Creativity

4 Steps To Building Psychological Safety

By Raine St. Claire

Leading or managing through fear is no longer a viable option. In a world marked by uncertainty and interdependence, fear serves neither as a motivator nor as a facilitator of excellence. In the modern work landscape, the significance of psychological safety within teams has surged, and a recent analysis by Harvard Business School Professor Amy C. Edmondson offers valuable insights into its nurturing.

While benefits like remote work and flexible vacations hold appeal, genuine fulfilment in the post-pandemic professional realm hinges upon psychological safety. Coined by Edmondson during the 1990s, the term “team psychological safety” characterises environments where honesty is anticipated and employees can voice their opinions without apprehension of repercussions. This atmosphere empowers employees to experiment and embrace risk, consequently enhancing team performance.

The concept gained prominence in 2012 through Google’s Project Aristotle, which identified psychological safety as pivotal for thriving teams. Amidst the uncertainties and intricacies induced by the COVID-19 pandemic, this notion gained heightened relevance for organisations. In today’s work milieu, Edmondson asserts, “You no longer have the option of leading through fear or managing through fear.”

An abundance of research has delved into the creation of psychologically secure workplaces, culminating in an analysis by Edmondson and Harvard doctoral researcher Derrick P. Bransby, encapsulating insights from 185 research papers.

The timing of psychological safety’s evolution as a research domain aligns notably with the business landscape’s needs. Throughout the pandemic, adaptability, transparency, and candour became paramount for leaders and employees alike. Whether healthcare workers candidly acknowledging errors or employees establishing boundaries amid lockdowns, psychological safety stood as a linchpin.

The authors present four empirically supported actions for leaders to instil psychological safety among their workforce. A comprehensive grasp of these four dimensions, as explained by Edmondson, can uplift team performance and foster a conducive work culture across industries:

Foster Team Relationships Through Everyday Tasks

Efficiency thrives on knowledge sharing, teamwork, and consensual decision-making. These dynamics necessitate a certain level of interpersonal comfort. Those feeling psychologically secure perform better in teams, enabling them to exchange information transparently. Productivity itself becomes a catalyst, creating a feedback loop that solidifies team bonds and lays the foundation for psychological safety.

“Uncertainty and interdependence are attributes of most work today. And, therefore, without an ability to be candid, to ask for help, to share mistakes, we won’t get things done,” explains Edmondson.

Given that few tasks occur in isolation, trust and camaraderie remain crucial in an era marked by remote work and geographically dispersed teams. For instance, research among hospitality workers in Turkey demonstrated how a psychologically secure setting bolstered performance by facilitating error-based learning. Similarly, such an environment proved particularly advantageous for minorities, amplifying outcomes and performance.

Encourage a Culture of Embracing Lessons From Errors:

Edmondson dubs these behaviours “learning behaviours.” They encompass actions like convening a team meeting to dissect failures and derive lessons for future endeavours. While seemingly informal, these behaviours are discretionary, effort-intensive, and occasionally uncomfortable. They involve interpersonal risk. ‘I need help. I’m uncertain about the approach here.’ This admission constitutes “learning behaviour” she explains. While potentially awkward, such openness often translates into improved outcomes—be it a healthcare facility rectifying and reducing errors or a company innovating collaborative processes for more effective vaccine manufacturing.

Ensure That Everyone Feels Noticed and Appreciated

Initially centred on work processes during the 1990s, Edmondson’s focus shifted to workplace culture, revealing its profound connection to successful processes. The contemporary narrative emphasises employee experience. Previously, the question was: How do we accomplish the work? Today, equal emphasis lies in understanding how individuals are faring. Research underscores that psychological safety is a predictor of positive work experiences. Authentic visibility fosters psychological safety, minimising stress and strain. Additionally, it cultivates inclusivity, particularly for historically marginalised individuals.

Seek Input with Humility and Openness

Leaders vested in psychological safety exhibit vulnerability. This involves candid statements conveying the value placed on others’ contributions. Edmondson underscores,“It’s about making honest statements that make clear that you value others’ voices”. Regularly inviting perspectives and clarifying the genuine interest in others’ observations characterise this approach.

Leaders also pose questions like “What are your thoughts?” or “Do you have insights?” This grants individuals a platform to respond, fostering a safe atmosphere for expression. Effective questioning, communicates appreciation for diverse voices. Importantly, adept leaders respond without anger to dissenting views or undesirable news.

Edmondson concludes with the age-old adage, “Don’t shoot the messenger”. Maintain your composure upon encountering differing opinions or unfavourable information. “In a world of volatility, uncertainty, and complexity, unwelcome news is inevitable. Don’t become angry when you hear a dissenting view or bad news. If it appears absent, it’s not due to its absence; rather, it’s because it hasn’t been conveyed”.