Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE

Summary

This script delves into the concept of workplace silence and its detrimental effects on innovation and learning. It introduces 'psychological safety' as a key to fostering an environment where employees feel comfortable voicing concerns and ideas. The speaker, through examples and research, illustrates the importance of psychological safety in high-performing teams and provides actionable steps for leaders to cultivate it, emphasizing that it is not a trade-off with excellence but a complementary approach to enhancing performance.

Takeaways

• 🤔 Workplace silence can lead to missed opportunities for learning and innovation, as well as potential disasters.
• 😣 The fear of appearing ignorant, incompetent, intrusive, or negative often prevents individuals from speaking up in the workplace.
• 🧠 'Impression management' is a psychological concept where people avoid actions that might negatively affect how they are perceived by others.
• 🏥 The study of medical errors revealed that better teams were not making fewer mistakes but were more willing to discuss them openly.
• 🔑 Psychological safety is defined as a belief that it is acceptable and expected to voice concerns, questions, ideas, and mistakes without fear of repercussions.
• 🤝 Creating psychological safety involves framing work as a learning problem, acknowledging one's own fallibility, and modeling curiosity through asking questions.
• 🛑 Leaders play a crucial role in fostering psychological safety by setting the example and encouraging open communication.
• 🚀 Psychological safety is not about reducing excellence or accountability but rather about removing barriers to engagement and learning.
• 📈 The presence of psychological safety can lead to higher performance, especially in environments characterized by uncertainty and interdependence.
• 🚧 Without psychological safety, workplaces may fall into an 'anxiety zone' where fear stifles communication and innovation.
• 🌟 The ultimate goal is to create a 'learning zone' where individuals feel safe to contribute fully to their work, leading to high performance and innovation.

Q & A

What is the main issue discussed in the script?

The script discusses the issue of workplace silence, particularly the reluctance of employees to speak up due to fear of appearing ignorant, incompetent, intrusive, or negative, and how this impacts the workplace environment and innovation.

What are the three scenarios presented in the script to illustrate workplace silence?

The three scenarios are: 1) A nurse who notices a possibly high dosage for a patient but doesn't call the doctor due to fear of his comments. 2) A young pilot who notices a potential error in judgment by a senior officer but doesn't speak up. 3) A senior executive with reservations about a planned takeover who remains silent due to feeling like an outsider.

What is the term used to describe the tendency to avoid actions that might make one appear less competent or capable in the workplace?

The term used is 'impression management,' which is a psychological concept referring to how individuals try to control the impressions others form of them.

Why do people engage in impression management according to the script?

People engage in impression management to avoid looking ignorant, incompetent, intrusive, or negative. They prefer to appear smart, helpful, and positive to protect their self-image and social standing in the workplace.

What is the term used to describe a workplace where employees feel safe to express concerns, questions, ideas, and mistakes?

The term used is 'psychological safety,' which is defined as a belief that it is acceptable and expected to speak up with concerns, questions, ideas, and mistakes.

How did the speaker become interested in the concept of psychological safety?

The speaker became interested in psychological safety quite by accident when she joined a team of physicians and nurses to assess the rate of medication errors in hospitals and found that better teams were not necessarily making fewer mistakes.

What was the unexpected finding from the research on medication errors conducted by the speaker?

The unexpected finding was that better teams, as measured by a standard team survey, were making more medication errors, not fewer. This led the speaker to hypothesize that better teams might be more willing to discuss and report their mistakes.

What are the three simple things a leader can do to create psychological safety in the workplace according to the script?

The three things are: 1) Frame work as a learning problem, acknowledging uncertainty and interdependence. 2) Acknowledge one's own fallibility and express the need to hear from others. 3) Model curiosity by asking a lot of questions, creating a necessity for voice.

How does the speaker differentiate psychological safety from motivation?

The speaker differentiates psychological safety as letting up on the brakes, allowing people to engage without fear, while motivation is about pushing the gas, driving performance, which is a separate and equally important aspect.

What are the potential negative outcomes of focusing solely on accountability for excellence without ensuring psychological safety?

Focusing solely on accountability without ensuring psychological safety can lead to an 'anxiety zone,' where employees are afraid to speak up, potentially leading to errors and a lack of innovation.

What is the 'learning zone' and why is it important for high performance, especially in workplaces with uncertainty and interdependence?

The 'learning zone' is a state where employees are encouraged to learn, make mistakes, and speak up without fear. It is important for high performance because it fosters an environment of continuous improvement and innovation, which is vital in workplaces characterized by uncertainty and interdependence.