With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? We worry about looking stupid, or that we’ll be told to ‘stay in our lane’, or maybe that we just won’t be listened to at all. In my book The Fearless Organization, I look at how organizations go wrong because people lack psychological safety and thus fail to speak up.

Psychological Safety: Vision and Strategy

Fearless Organization Scan Debrief: a facilitated debrief by an accredited partner with more insights on the four dimensions of psychological safety. Still, I guess such mentions are a great way to remember and re-learn what I know from those books, while it can also be a big valuable recommendation for someone who is not familiar to go and explore those truly great materials. However, it is equally vital not to inadvertently send a message that says, “diverse opinions simply won't be tolerated here,” or “one strike and you're out. Imagine if Wells Fargo had adopted an agile approach to strategy: the company's top management would then have taken repeated instances of missed targets or false accounts as useful data to help it assess the efficacy of the original cross-selling strategy.Leitura importante para o momento atual que estamos vivendo, recomendo para todos que querem entender como criar um ambiente de trabalho mais aberto ao aprendizado, crescimento e, consequentemente, a inovação.

The Fearless Organization: Creating Psychological Safety in

Fortunately, there are also many cases where psychological safety has led to reductions in accidents and exceptional decision-making. They can also create a Cassandra culture—an environment in which speaking up is belittled and warnings go unheeded. It also does not mean that people offer unequivocal praise or unconditional support for everything you have to say. However, it is equally vital not to inadvertently send a message that says, “diverse opinions simply won’t be tolerated here,” or “one strike and you’re out. To succeed and win, organizations need their employees to be engaged and switched-on; to use all their talents, creativity, and problem solving skills.This ‘organizational self-awareness’ is crucial for the whole-organization agility needed in the modern, quickly-changing world. This article is an adapted excerpt from The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, by Amy C. For knowledge work to flourish, the workplace must be one where people feel able to share their knowledge!

By Amy C. Edmondson - Paul Arnold Consulting

Whenever you are trying to get people on the same page, with common goals and a shared appreciation for what they’re up against, you’re setting the stage for psychological safety. What I have found in similar settings is that good leadership (for instance, on the part of head nurses who demonstrate a commitment to safety and to openness), together with a clear, shared understanding that the work is complex and interdependent, can help groups build psychological safety, which in turn enables the candor that is so essential to ensuring the quality of patient care in modern hospitals.I often say that we have to ‘baby-step our way to DevOps shininess’ - it seems the same is true of psychological safety too! When an organization minimizes the fear people feel on the job, performance — at both the organizational and the team level — is maximized.