Psychological Safety at Work

I read a really interesting blog today around the benefits of feeling 'psychologically safe' within a team/organisation.  The link is below for anyone interested.

I can't help but feel that the 'human touch' has been so far stripped out of many larger organisations, with focus being on the bottom line measured only by statistics, the much of the feelings around safety to speak up, explore, and experiment has been wiped out.

Whilst the workplace is beginning to show change, and world-leading organisations are setting better examples to the rest, it still feels like many businesses talk the talk without walking the walk behind the scenes.

I'd be interested to hear how other businesses have made the transition, or are working towards the steer back to psychological safety, if in fact they are!!

My own experience is that we can certainly include the benefits of these collaborative successes and behaviours in our management development programmes, but all too often the message from above doesn't allow for this to be embedded, and quite honestly, strips this back out of the individual with the strategic focus being contradictory to this very act.

Would love to hear any experiences either supporting or rejecting this approach.

https://www.officevibe.com/blog/build-psychological-safety?utm_campaign=Newsletter&utm_source=hs_email&utm_medium=email&utm_content=76374231&_hsenc=p2ANqtz--tREiDOi1ZDANsfBT9zMEK4sOPhixF9afJt9TerxSupm3eMQARDVcH_PHHY64gIWuUF1BrUDKGYBYRPcBj599JxzJiaV-9yOS2wpHUC9D8sqKv88M&_hsmi=76392647

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  • Gill, Hi, i talk about this alot in leadership programmes. We explore the simple strategies of just making time for each other, getting to know the person not the role. Sometimes it's just as simple as ensuring they value breaks together etc.. Amy Edmondson in her research talks about the impact in Surgery of breaking down power of hierarchy and roles that impacts safety by just doing a round of introductions before they begin. humanising the room. Also...i find tools like values share, comm styles/personality type etc..., strengths etc...as ways to be OK about the differences and safe to and have permission to bring their diverse views to the discussion. So within teams i see this a lot. Margaret Heffenan's video highlights Social connectedness which may be of interest too. www.ted.com/.../margaret_heffernan_why_it_s_time_to_forget_the_pecking_order_at_work
    From an organisational perspective..i have not seen any good examples personally of that being a strategic focus as yet.
Reply
  • Gill, Hi, i talk about this alot in leadership programmes. We explore the simple strategies of just making time for each other, getting to know the person not the role. Sometimes it's just as simple as ensuring they value breaks together etc.. Amy Edmondson in her research talks about the impact in Surgery of breaking down power of hierarchy and roles that impacts safety by just doing a round of introductions before they begin. humanising the room. Also...i find tools like values share, comm styles/personality type etc..., strengths etc...as ways to be OK about the differences and safe to and have permission to bring their diverse views to the discussion. So within teams i see this a lot. Margaret Heffenan's video highlights Social connectedness which may be of interest too. www.ted.com/.../margaret_heffernan_why_it_s_time_to_forget_the_pecking_order_at_work
    From an organisational perspective..i have not seen any good examples personally of that being a strategic focus as yet.
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