The Organisational Fabric of Psychological Safety (AKA psychological safety is more than just a team phenomenon) By Tom Geraghty When we talk about psychological safety, the definition we usually use is something along the lines of “a shared belief that
The First Org Chart In 1855, Brigadier General Daniel McCallum, later to become a Civil War officer renowned for “strict precision and stern discipline” as well as for his innovative engineering, created the world’s first organisational chart. This chart was
If we think about how we can apply sociotechnical theory in practice, we realise that organisational change or technological change will fail if we focus on one component (social or technical) in isolation and to the exclusion of others. We must consider how people are affected by technologies, and likewise, how technologies affect the way people behave.
1- Artefacts. These describe any overt, visible, describable aspects of the organisation. Think things like branding and logos, office design, dress code, policies and tools. Things that you can see.
2- Espoused values. This is how people would describe the organisation, in current or aspirational terms. These include missions, goals, value statements, and social contracts.
3- Underlying assumptions. These are unconscious, unspoken, hard to articulate elements of the organisation, particularly from within.
