Psychological Safety and Belonging

Psychological Safety and Belonging

In recent years, the crucial role of psychological safety and a sense of belonging in the workplace has come to the forefront of organisational research and discourse. These elements are not merely about comfort and inclusion; they significantly impact standards and performance, forming a triad of success in any work environment.

Psychological safety, first conceptualised by Schein and Bennis (1965), is the shared belief that a team is safe for interpersonal risk-taking. Harvard Business School Professor Amy Edmondson further defined it as a team climate characterised by interpersonal trust and mutual respect where people are comfortable being themselves. It’s an environment where individuals feel free to express their thoughts and ideas without fear of retribution or ridicule.

The role of psychological safety in the workplace was highlighted by Google’s Project Aristotle. The project’s findings underscored the importance of psychological safety as the most critical factor in successful teams. Google found that high-performing teams had one thing in common: members felt safe taking risks and being vulnerable in front of each other.

Belonging, another facet of this triad, refers to an individual’s perception of acceptance, inclusion, and support within a work environment. Having a sense of belonging in the workplace can directly influence an individual’s level of engagement, motivation, and, consequently, their performance.

The intertwining of psychological safety, belonging, and performance excellence

The intertwining of psychological safety, belonging, and performance excellence can be clearly seen in the principles of quality management propagated by W. Edwards Deming. Deming’s “System of Profound Knowledge” emphasises the importance of understanding the system, variation, knowledge, and psychology. He argued that fear in the workplace disrupts communication and inhibits innovation, leading to suboptimal performance. Therefore, fostering an environment of psychological safety and belonging is a prerequisite for achieving standards of performance excellence.

To illustrate this point further, let’s consider the Andon Cord used in the Toyota Production System (TPS). The Andon Cord is a tool that allows any employee to stop the production line if they identify a problem. It embodies a culture of psychological safety where workers are not only permitted but encouraged to point out mistakes without fear of reprimand. The Andon system also fosters a sense of belonging, as every employee’s input is valued and integral to the company’s success.

A study conducted by Nembhard and Edmondson (2006) on the use of the Andon Cord in hospitals revealed that teams that felt safe to speak up about errors had better performance metrics than teams that did not. This study strengthens the argument that psychological safety and belonging directly contribute to high standards and performance.

Therefore, organisations aiming for superior performance cannot ignore the importance of fostering psychological safety and a sense of belonging. But how can these be achieved?

Firstly, leaders must model the right behaviours. They should encourage open communication, acknowledge their own mistakes, and appreciate others’ efforts. Google’s Project Aristotle found that conversational turn-taking and empathy were key drivers of psychological safety.

Secondly, companies can introduce policies that promote diversity and inclusion. Providing a platform for every voice to be heard, irrespective of rank or background, fosters a sense of belonging.

Lastly, like Toyota’s Andon Cord, systems should be in place that empowers employees to voice concerns and suggest improvements. Such systems not only increase psychological safety and belonging but also lead to higher performance through continuous improvement.

Psychological safety and a sense of belonging are not just about creating a comfortable workplace. They are pivotal in achieving performance excellence. Recognising and fostering these elements is crucial for organisations aiming for resilience in today’s complex and rapidly changing business environment.