Psychological safety is essential in creating productive teams. It’s a shared belief that the team is safe for interpersonal risk-taking, allowing members to feel accepted and respected. This concept, first introduced by Harvard Business School Professor Amy Edmondson, is crucial in fostering an environment where employees can learn, contribute, and challenge the status quo without fear of retribution or ridicule.
High psychological safety leads to better learning and performance outcomes, while its absence can stifle learning and innovation. It’s of particular importance in knowledge work, where learning and innovation are key. Psychological safety isn’t about being nice; it’s about giving candid feedback, openly admitting mistakes, and learning from each other.
Building psychological safety requires shared understanding, trust, and mutual respect among team members. Key strategies include framing work as a learning problem, acknowledging fallibility, and modelling curiosity. Regularly asking questions, actively seeking feedback, and discussing mistakes openly can also foster this environment.
Importantly, leaders play a pivotal role in creating psychological safety. They must be approachable, admit their own mistakes, and create a blame-free culture. It’s not a quick fix, but a long-term investment in the team’s learning, problem-solving abilities, and overall performance.
Go to source article: https://blog.intercom.com/psychological-safety/