Since Google set out to discover the common factor behind successful teams in its Project Aristotle, psychological safety has emerged as a fundamental concept for innovation, creativity, and continuous learning in teams.
Dr. Amy Edmondson of Harvard Business School, who has dedicated much of her professional career to this work, defines it as the belief that one will not be punished or humiliated for expressing ideas, questions, concerns, or mistakes.
If you’d like to dive deeper into her studies, we recommend her book The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth.
WHY ARE TEAMS WITH HIGH PSYCHOLOGICAL SAFETY SUCCESSFUL?
Because they are more effective, as their members feel safe to take risks, admit mistakes, and learn from each other. In our work with companies, we have observed how this factor enhances their ability to solve real problems. According to Amy Edmondson, these teams share three very specific meta-skills:
- Humility
- Curiosity
- Psychological Safety
BUT HOW IS THAT ACHIEVED?
By fostering certain behaviors that gradually build the experience of psychological safety. Among all these behaviors, we consider the following to be the most significant:
- Encouraging everyone’s participation. Review work practices to ensure that everyone has a space to contribute and engage.
- Demonstrating humility and curiosity as leaders. Accept that they don’t have all the answers and that a large part of their role is to ask the right questions and think alongside their teams.
- Responding constructively to ideas and mistakes. View failures as part of the work process and as a source of shared learning.
WHAT PREVENTS IT?
As the saying goes, paper holds everything. However, the reality of organizations is often much more complex. In many cases, we work in distributed teams where there’s not even an opportunity to meet in person. Or worse, in structures where professionals rotate frequently, leaving no stable teams.
Regardless of each specific circumstance, there are certain barriers that frequently prevent achieving the necessary psychological safety:
- Culture of fear. Employees fear retaliation for expressing ideas or admitting mistakes. They worry they may face negative consequences or cause conflict with their colleagues. They won’t admit what they don’t know, avoid asking questions, and hide their mistakes.
- Lack of open and sincere communication among team members. The fear of disrupting the “good vibes” sometimes leads to superficial and condescending communication. People aren’t sure how to confront differing opinions without harming others.
- Leaders lacking skills to handle criticism and provide effective feedback. Just like their teams, they hesitate to give honest feedback. They don’t know how to address inadequate actions or celebrate outstanding ones. And, of course, they aren’t open to receiving feedback about themselves.
HOW TO MOVE TOWARD PSYCHOLOGICAL SAFETY?
If you lead a team, once you understand the concept, meta-skills, and necessary guidelines, it’s time to get to work. Do it with the confidence that the results will exceed your expectations. And, of course, lead by your own example.
If you recognize the dynamics mentioned above in your team and struggle to transform them, consider engaging in a coaching process that can help you overcome barriers and move forward.