Psychological Safety On Teams | Keynote Speaker David Burkus on Building Trusting Teams

Summary

Organizational psychologist David Burkus explores the concept of psychological safety in teams, emphasizing its importance for fostering trust, risk-taking, and learning from mistakes. He uses the turnaround of Ford Motor Company under Alan Mulally as a case study, illustrating how embracing vulnerability, inviting candid feedback, and celebrating failure can transform a team from exhausting to exhilarating, ultimately leading to higher performance and growth.

Takeaways

• 🧠 Psychological safety is crucial for team success, allowing members to express themselves and take risks without fear of negative repercussions.
• 😔 The absence of psychological safety can lead to a culture of hiding mistakes and lack of support, which is detrimental to team growth and performance.
• 🤝 Trust is a foundational element for psychological safety, but it must be accompanied by respectful behavior towards team members who take interpersonal risks.
• 🔄 A cycle of trust, risk-taking, and respect can lead to a virtuous circle of increasing trust and team performance, or a vicious cycle if not managed properly.
• 📈 High-performing teams consistently exhibit psychological safety, which is essential for learning from each other, supporting one another, and admitting mistakes.
• 🚀 Alan Mulally's leadership at Ford demonstrated the power of psychological safety in turning around a company's culture and performance.
• 🛑 The importance of admitting and addressing problems openly was highlighted by Mark Fields' decision to show a 'red slide', signifying a problem that needed help.
• 🤷‍♂️ Leaders must be willing to show vulnerability and admit their own mistakes to foster an environment where team members feel comfortable doing the same.
• 🗣️ Encouraging candor within the team by actively seeking out and valuing dissenting opinions is key to surfacing potential issues and fostering innovation.
• 🎉 Celebrating failure, when it leads to learning and growth, is a powerful way to reinforce the importance of taking risks and the value of the lessons derived from them.
• 💪 Developing a 'win or learn' mentality within the team encourages a growth mindset and continuous improvement, which is essential for long-term success.

Q & A

What is the main focus of the speaker's study as an organizational psychologist?

The speaker studies work, particularly teams, and their dynamics in organizational settings.

Why does the speaker believe that work is inherently teamwork?

The speaker believes work is teamwork because regardless of one's role, work is supported by the efforts of the team, and no one works entirely alone.

What is the difference between exhilarating teams and exhausting teams according to the speaker?

Exhilarating teams are characterized by high energy, support, and excitement, while exhausting teams are marked by conflict, dread, and the feeling that individuals are carrying the weight alone.

What counterintuitive finding did Amy Edmonson's study reveal about teams with the highest-rated leaders?

Teams with the highest-rated leaders also had the highest rates of reported accidents, indicating a higher level of psychological safety that encouraged admitting mistakes.

How does the concept of psychological safety differ from trust within a team?

Psychological safety includes trust but extends to creating an environment where team members feel safe to take interpersonal risks, such as admitting mistakes or suggesting new ideas.

Why is admitting a mistake considered a significant interpersonal risk?

Admitting a mistake is a significant interpersonal risk because it exposes the individual to potential ridicule, negative performance ratings, or judgment from the team.

How did Alan Mulally foster psychological safety at Ford Motor Company?

Alan Mulally fostered psychological safety by encouraging open and honest communication, rewarding transparency, and demonstrating vulnerability, such as admitting challenges and asking for help.

What role did Mark Fields' red slide play in transforming the team's dynamics at Ford?

Mark Fields' red slide demonstrated vulnerability and transparency, breaking the pattern of only presenting positive reports. This act encouraged other team members to be honest about their challenges, leading to more accurate problem-solving.

What three strategies does the speaker suggest for maintaining a cycle of psychological safety?

The speaker suggests signaling vulnerability, calling for candor, and celebrating failure to maintain a cycle of psychological safety within a team.

How does the concept of 'win or learn' relate to psychological safety?

The 'win or learn' concept promotes a growth mindset where mistakes are viewed as learning opportunities. This approach supports psychological safety by encouraging open discussion of both successes and failures.