Why Psychological Safety drives excellence
Psychological safety, defined as a team member's perception that it is safe to speak up and share their thoughts and ideas, has been shown to be a crucial component of high performance teams. Research has consistently demonstrated a positive correlation between psychological safety and a wide range of team outcomes, including productivity, creativity, and problem-solving.
One of the key studies on psychological safety was conducted by Amy Edmondson, a Harvard Business School professor, in 1999. Edmondson found that teams with higher levels of psychological safety were more likely to take risks and share new ideas, leading to improved performance. She also found that team members in psychologically safe environments were more likely to speak up when they saw a problem or potential problem, which helped to prevent errors and improve overall team performance.
Another study, published in the journal "Leadership Quarterly" in 2017, found that psychological safety was positively associated with team creativity and innovation. The study, which surveyed over 600 team members across various industries, found that team members who felt safe to speak up and share their ideas were more likely to participate in creative problem-solving and come up with novel solutions to challenges.
Research has also found that psychological safety is positively associated with team learning and development. A study published in the "Academy of Management Journal" in 2016 found that team members who felt safe to speak up and share their thoughts and ideas were more likely to engage in constructive conflict, which helped the team to learn and grow. The study also found that psychological safety was positively associated with team members' willingness to seek feedback, which helped to improve performance over time.
In order to foster psychological safety within a team, leaders and team members can take several steps. For example, leaders can create an environment in which team members feel comfortable speaking up by actively seeking out and valuing different perspectives. Team members can also work to create a culture of trust and respect by actively listening to one another and avoiding blame or criticism. Additionally, leaders and team members can work to create a culture of learning by encouraging experimentation and risk-taking, and by fostering an atmosphere of curiosity and continuous improvement.
In conclusion, psychological safety is a crucial component of high performance teams. Research has consistently shown that teams with higher levels of psychological safety are more productive, creative, and effective at problem-solving. By actively fostering psychological safety within a team, leaders and team members can create an environment in which everyone feels comfortable sharing their thoughts and ideas, leading to improved performance and success. Contact Justin Caffrey or his team to build and drive a high-performance culture for your team.
References:
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
Woolley, A. W., Chabris, C. F., Pentland, A., Hashmi, N., & Malone, T. W. (2010). Evidence for a collective intelligence factor in the performance of human groups. Science, 330(6004), 686-688.
Huang, X., Wang, D., & Li, Y. (2017). Psychological safety and innovation: a meta-analysis of the moderating effects. Leadership Quarterly, 28(1), 130-146.
Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238-251.