4. Be self-aware—and demand the same from your team. – People bring their whole self 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.
What are the 4 factors of psychological safety?
Innovation is almost always a collaborative process and almost never a lightbulb moment of lone genius. – Yet, as the historian Robert Conquest once said, “What is easy to understand may have not been easy to think of.” Innovation is never easy to think of.
It requires creative abrasion and constructive dissent—processes that rely on high intellectual friction and low social friction. Most leaders don’t comprehend that managing these two categories of friction to create an ecosystem of brave collaboration is at the heart of leadership as an applied discipline.
It is perhaps the supreme test of a leader and a direct reflection of personal character. Without skill, integrity, and respect for people, it doesn’t happen. Nor can perks such as foosball tables, free lunch, an open office environment, and the aesthetic of a hip organization bring it to life.
- One of the first things you learn about leadership is that the social and cultural context has a profound influence on the way people behave and that you as the leader are, straight up, responsible for that context.
- The other thing you learn is that fear is the enemy.
- It freezes initiative, ties up creativity, yields compliance instead of commitment, and represses what would otherwise be an explosion of innovation.
The presence of fear in an organization is the first sign of weak leadership. If you can banish fear, install true performance-based accountability, and create a nurturing environment that allows people to be vulnerable as they learn and grow, they will perform beyond your expectations and theirs.
- For the past twenty-five years, I’ve been a working cultural anthropologist and a student of psychological safety, learning from leaders and teams across every sector of society.
- I’ve discovered that psychological safety follows a progression based on the natural sequence of human needs.
- First, human beings want to be included.
Second, they want to learn. Third, they want to contribute. And finally, they want to challenge the status quo when they believe things need to change. This pattern is consistent across all organizations and social units, that I have come to define as The 4 Stages of Psychological Safety.
What promotes psychological safety?
2. Get To Know Everyone – These days, pretty much every company out there talks about culture, team building activities, etc., but this point really cannot be overemphasized. Knowing someone well, understanding how they think, how they feel about different topics, and how they engage with the world, are the building blocks of trust.
- Trust is the basis of psychological safety.
- This one is probably the most important point on the list, but also potentially the one that’s the most fun.
- Get to know the people you work with.
- Have fun! Go out to lunch together.
- Go play trivia.
- Go to a happy hour.
- Go square dancing! Whatever you and your team are into as a group and as individuals, it’s important to spend some time together outside the regular professional context.
The more you get to know each other personally, the more trust you’ll have in one another, and the fewer people will feel like they have to hold back their valuable thoughts and opinions because they’re too shy or scared to speak up. Maybe someone just spoke to a customer the other day and has a great new idea of how to solve an old problem.
What are the 4 stages of psychological safety summary?
When leaders cultivate psychological safety, teams and organizations progress through four successive stages. First, people feel included and accepted; then they feel safe to learn, contribute, and finally, challenge the status quo.