Typologies of Power In a few previous newsletters, we’ve gotten into power dynamics, power gradients, “power over” vs “power for” and “power to” (see Mary Parker Follett). Steep power gradients are the number one inhibitor of psychological safety, and addressing
(DEI stands for Diversity, Equity, and Inclusion) We’ve recently seen more and more people (almost always white, straight men) jumping on the “DEI didn’t work” bandwagon, even some who are prominent in the psychological safety domain. And it’s really worrying, so
In the real world, psychological safety is political. There are some who say that psychological safety isn’t political. We think it is. What does “political” mean? At its broadest level, politics determine the ways people in groups make decisions. This
Crew Resource Management In preparing for my conference talk this week, I was reading up further on the 1977 Tenerife disaster and the history of Crew Resource Management (CRM), and came across this excellent paper: The Evolution of Crew Resource Management Training
Data Visualisation In the psychsafety.com measurement workshop we cover a lot: research ethics, quantitative/qualitative approaches, longitudinal vs cross-sectional studies, formulating research questions, survey design, and communicating our findings. As part of that, we look at data visualisation, including this classic example: The Broad Street
Psychological Safety in the Workplace I once had a boss who, with great intentions, built a system for everyone in the organisation to provide each other with anonymous feedback, digitally and instantly. It was disastrous. It damaged psychological safety, and fostered resentment, distrust and
Can a team be too psychologically safe? A question I get asked in many (maybe even most) workshops is “Can a team be too psychologically safe?” Or sometimes framed, “What’s the impact of a team being too safe?“ My short answer,
Psychological Safety In the Workplace: First up, an excellent article that I’ve been looking forward to for a while, by Henrik Bresman and Amy Edmondson in HBR. “Research: To Excel, Diverse Teams Need Psychological Safety“. This draws together previous research and demonstrates
Psychological Safety, Hierarchies and power This is fantastic, from Richard Bartlett; Hierarchies are not the problem. Richard writes eloquently here to show that hierarchies are not “bad”. Rather, unhelpful or harmful power dynamics are bad – power gradients are what we
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Introduction Thanks for subscribing to the psychological safety newsletter! This week we focus on diversity and inclusion, tolerance and politics. This week’s newsletter doesn’t have a sponsor – if you’re interested in sponsorship for 1-3 issues, get in touch! Join our
Introduction Thanks for subscribing to the psychological safety newsletter! This week we have loads on psychological safety in healthcare and medicine, diversity and inclusion, technology, and exciting news about the psych safety community!We now have a Psychological Safety Community on Slack! Read
IntroductionIn this issue, we have a great piece about diversity and inclusion, an integrative graphic, an super article from Duena Blomstrom about the concept of “Human Debt”, and, since this newsletter now has more subscribers than I ever imagined possible (thanks
Inclusion is at the core of psychological safety, and must be defined as a central team value. Any individual behaviours or beliefs that don’t align with the principle of inclusion must be addressed.
The tangible benefits of building psychological safety in your organisation range from improved innovation, better ideas, and products that thrill your customers, through to reduced risk of failures, breaches, and non-compliance.
