Another consultant recently shared with me that they recommended a session on psychological safety to a team (who according to them, were in need of it)-but the client said “it was too fluffy” and so they opted for a session on productivity.
I don’t think this perception of psychological safety is uncommon. The concept has a branding problem. It’s perceived often an abstract and tricky to pin down component of the work experience. Productivity? That’s much more tangible - I get it.
If you’re wondering about the so-what of psychological safety - you’re not alone. Understanding it’s origins can help.
In 1996, Harvard's Amy Edmondson noticed some nursing teams openly admitted medication errors while others kept quiet. As one nurse put it: "You get put on trial!" She went on to discover that the most effective teams, reported the most errors. This was the first penny drop - safe teams are more open, and perform better as a result.
In 1999 she tested the idea with 51 teams at an office furniture manufacturer. She proved the connection again teams with more psychological safety had more learning behaviour, and those linked to better performance, as rated by managers outside the team.
Edmondson was clear that the safety isn't about cohesion or constant positivity (the ‘fluff’ the concept gets stuck to it). It manifests as confidence that you won't be embarrassed, rejected or punished for speaking up.
From the teams Edmondson studied at the furniture manufacturer - those with high psychological safety:
Asked for second opinions: Unsure about quality, the teams brought in colleagues to check their work.
Checked with customers: One product team spoke to over a hundred customers and adjusted its goal as a result.
Leaders asking for input: One team leader asked in a meeting: "Am I missing the mark?"
Conflict was embraced: In safe teams people spoke openly in meetings. In less safe teams, they waited and complained in private instead.
In essence, psychological safety is very performance orientated. It supports feedback, cuts out blame and ensures healthy conflict.
Want to explore what’s building or breaking psychological safety on your team? book a free 30 minute consultation and I’ll do my best to help
Source
Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350-383.