CREATE PSYCHOLOGICAL SAFETY IN THE WORK PLACE

 Create Psychological Safety in the workplace

A lack of Psychological Safety was a component cause of the Chornobyl disaster

In 1986, the Chornobyl power plant suffered a major disaster that directly killed 31 people and is estimated to have indirectly killed over 4000. Whilst the plant itself possessed an inherently unsafe design, the culture in Russia at the time did not encourage the raising of concerns or speaking up about mistakes. A fear of authority and the need to please political masters resulted in a fear-driven culture. The cause of the disaster was in large part due to a lack of psychological safety resulting in operators not speaking up about their concerns

Gallup's data reveal that just three in 10 U.S. workers strongly agree that at work, their opinions seem to count. However, by moving that ratio to six in 10 employees, organizations could realize a 27% reduction in turnover, a 40% reduction in safety incidents, and a 12% increase in productivity.

Dr. Amy Edmondson, a professor at Harvard Business School, uses the term "psychological safety" and defines it as "a climate in which people are comfortable being (and expressing) themselves”.

What’s the secret behind high-performing teams? It’s psychological safety, according to a Google study called Project Aristotle.

In the workplace, psychological safety is the shared belief that it’s safe to take interpersonal risks as a group. These risks include speaking up when there’s a problem with the team dynamics and sharing creative ideas, among others.

The Four stages of psychological safety

01.   Inclusion Safety - Members feel safe belonging to the team

02.   Learner Safety - Members are able to learn by asking questions

03.   Contributor Safety - Members feel safe contributing to their own ideas

04.   Challenger Safety - Members can question others’ ideas or suggest significant changes

 Create a Culture of psychological safety in the workplace

1.                  1.        Show your team you’re engaged.

If your employees feel that you don’t pay attention when they speak, or that you don’t value their thoughts and opinions, they’ll shut down.

2.       Let your team see you understand.

When your people know you care enough to understand and consider their point of view, they experience psychological safety.

 

3.       Avoid blaming to build trust.

 Build and maintain psychological safety in the workplace, by focusing on solutions. 

 

4. Be self-aware—and demand the same from your team.

People bring their whole selves to work—their unique personalities, preferences, and work styles. Build self-awareness on your team by sharing how you work best, how you like to communicate, and how you like to be recognized. Encourage your team members to do the same. 

5. Nip negativity in the bud.

If you have a team member who speaks negatively about peers, talk to them about it. Be clear; let them know that you work together as a team and negativity will not be tolerated. 

 

6. Include your team in decision-making.

When making decisions, consult your team. Ask for their input, thoughts, and feedback. Not only will this help them feel included in the decision-making process, but it will build psychological safety and lead to better outcomes.

 

7. Be open to feedback.

As a leader, it’s your responsibility to make the final judgment call on several decisions. Your team needs to know that you are confident in this responsibility, but also that you’re flexible in your approach and open to their feedback.

 

8. Champion your team.

Let them know you’re on their side by supporting their personal and professional development. Be sure to share the team’s work with senior leadership to increase visibility into what your team is doing—and give credit to teammates when due.