At a time of increased volatility, uncertainty, complexity, and ambiguity (VUCA), the need for
Reducing fear amid uncertainty
The
In a VUCA world, the ability to harness diverse perspectives and foster creative problem-solving is crucial. But for this to happen, team members need to feel safe to voice their thoughts, safe to challenge the status quo, and safe to be themselves.
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Why psychological safety matters
Psychological safety is the bedrock of high-performing teams. It's a term coined by Harvard Business School Professor Amy Edmonson, who defined it as "a shared belief held by members of a team that it's okay to take risks, to express their ideas and concerns, to speak up with questions, and to admit mistakes — all without fear of punishment or judgment." Her research shows that what separates successful teams isn't that they make fewer mistakes than unsuccessful teams, it's that they are willing to talk about their mistakes and learn from them in a way without judgment.
Teams that have low psychological safety tend to have more of a blame culture, one without risk taking, and a lack of problem solving. There might even be this unspoken feeling of "protect yourself" where people hoard their best ideas, or worse, refrain from speaking up when they see errors that could potentially cost their company millions of dollars.
On the flip side, teams that exhibit high psychological safety have a high sense of trust; they learn together, they challenge ideas (not people), and they innovate and solve big problems. They have an overall sense of "we're in this together" and invite all perspectives to create the best possible team outcome.
In a quest to find out what makes the perfect team, researchers for Google's Project Aristotle studied 180 teams, with 50,000 people surveyed over two years. After looking at hundreds of variables, psychological safety was identified as the single most important factor setting successful teams apart. More important, even, than the qualifications of individual team members.
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Psychological safety is essential for diversity and inclusion efforts
It's not enough to bring diverse voices to the table; we must also ensure that these voices are heard and valued. When people feel psychologically safe, they're more likely to contribute their unique perspectives, leading to richer discussions and better decision-making. To put it simply, psychological safety unlocks the power of diversity, and it requires a bond of trust, a sense that we're ultimately working with each other, not against each other.
Amy Edmonson's recent research dives specifically into examining the difference in performance among homogenous teams and diverse teams. She noted that homogenous teams, those who share similar norms and backgrounds or identities have an advantage, as they have pre-existing assumptions that allow for easier communication and alignment on priorities.
She also observed that diverse teams with different backgrounds tend to lead to clashes in habits and expectations due to misunderstandings and frustration from unclear communication. However, when psychological safety was present, diverse teams outperformed homogenous teams. But when it's low, diversity has an even more negative effect on performance.
As the workplace becomes more diverse every day, with Gen Z identifying as 47% racially and ethnically diverse, the most diverse generation of our time, the time is now to ensure that every organization practices psychological safety.
What you can do to foster psychological safety
At Inclusivv, we've helped organizations large and small around the world foster a greater sense of psychological safety. There are little things that leaders and managers can do to help or hinder psychological safety within their teams.
1. Model vulnerability: Leaders set the tone for psychological safety. By being open about your own challenges, uncertainties, and mistakes, you signal to your team that it's okay to do the same. Vulnerability is not a sign of weakness; it's a powerful tool for building trust.
2. Encourage open dialogue: Create an environment where open dialogue is the norm. This means actively soliciting input from all team members, encouraging diverse viewpoints and making it clear that dissenting opinions are welcome. It's important to listen actively and respond thoughtfully to what's being shared.
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3. Celebrate learning from failure: In a VUCA world, failure is inevitable. What matters is how we respond to it. Leaders must shift the narrative around failure from one of blame to one of learning. Celebrate the lessons learned from setbacks and encourage your team to take risks without fear of retribution.
4. Provide support and resources: Psychological safety is not just about the absence of fear; it's also about the presence of support. Ensure that your team has the resources, training, and support they need to thrive. This includes everything from professional development opportunities to mental health resources.
5. Recognize and reward psychological safety: Finally, recognize and reward behaviors that contribute to a psychologically safe environment. Whether it's a team member who speaks up with a challenging idea or someone who admits a mistake and takes steps to correct it, these actions should be acknowledged and celebrated.
The road ahead
As we continue to navigate the complexities of a chaotic and unpredictable world, the significance of psychological safety will only grow. It's the foundation upon which resilient, innovative, and inclusive teams are built. By prioritizing psychological safety, leaders and managers can create environments where everyone can come together, collaborate effectively and find solutions to the complex challenges we face. And that, in my view, is more important now than ever.
