Psychological safety in teams (PST)

Psychological safety in teams   Short description

Short description

The wiki draft of psychological safety is a rewrite of an existing article on the DTU Wiki page of Advanced Project, program and portfolio management (APPPM). The changes I have made are included in this document along with the existing headers. To get more understanding of the subject I encourage you to visit the existing article it is a very good read.

Abstract

Trust is an essential ingredient for high-performing teams but a key element that sets successful teams apart is the presence of psychological safety. Psychological safety is a term used to describe an environment in which team members feel free to express themselves without fear of judgment or punishment. In such an environment, team members feel comfortable asking questions, making mistakes, and sharing different opinions. This leads to a culture of moderate risk-taking, creativity, and innovation. These are critical ingredients for achieving goals for teams. When people feel psychologically safe, they become more resilient, open-minded, persistent, and motivated. Psychological safety can also have a positive impact on team dynamics, such as increasing the capacity for humour and enhancing problem-solving and creative thinking. As a team manager, cultivating psychological safety can be a powerful tool for increasing personal- and team performance, and well-being. By creating an environment in which team members feel safe to be themselves, managers can help unleash the full potential of their teams. This can lead to increased productivity, creativity, and job satisfaction, ultimately driving success for the entire team.  

Core Concept

Difference between psychological safety and trust Despite the overlap between these two concepts, trust and psychological safety are distinct concepts. While it is generally acknowledged that the establishment of trust and respect among team members can facilitate the development of a psychologically safe environment, these two refer to different aspects of interpersonal relationships. Notably, trust is an individual-level concept that is built over time, whereas psychological safety is a group-level concept that can be experienced immediately in a variety of situations. Specifically, psychological safety refers to the perception that the team will respond respectfully to a range of interactions, even if they may not agree with the content of those interactions. In contrast, trust refers to an individual's belief that another person will behave in a particular way in the future [1].

Benefits

Increased learning behavior Psychological safety in a team allows individuals to feel comfortable asking for feedback, admitting mistakes, and sharing knowledge without fear of negative consequences. Psychological safety promotes learning behavior in work teams, leading to improved team performance and innovation. By encouraging individuals to seek out and share information, teams can stay ahead of the curve and adapt to changing circumstances, leading to a more successful and sustainable future [2].

Improved team performance Team performance is positively related to psychological safety. By creating a safe and supportive work environment, individuals can work more effectively and efficiently, reducing errors and improving problem-solving. Teams with high levels of psychological safety are more likely to take calculated risks, think creatively, and experiment with new approaches, leading to better outcomes and increased success [3].

Citizenship behaviors Psychological safety is also associated with citizenship behaviors, which are voluntary actions taken by individuals in teams that go beyond their normal work. Employees or team members who feel psychologically safe are more likely to engage in citizenship behaviors, such as helping their team members, participating in organizational initiatives, and contributing to the well-being of the team [3].

Greater team retention Psychological safety can increase team members' retention by promoting a sense of loyalty and commitment to the team. When individuals feel safe to share their opinions and take risks, they are more likely to feel a sense of ownership and investment in their work. This sense of loyalty and commitment can lead to improved satisfaction, increased productivity, and reduced turnover rates, as individuals are more likely to stay with an organization that values and supports them [2].

Improved creativity and innovation When individuals feel psychologically safe, they are more likely to share unique ideas and approaches. By allowing individuals to experiment and take risks, organizations can benefit from fresh perspectives and innovative ideas, leading to new and improved processes, products, and services [2].

Increased trust and collaboration Psychological safety fosters trust and collaboration in work teams, where individuals feel comfortable expressing their opinions and working together to achieve shared goals. By creating an atmosphere of respect and support, individuals are more likely to collaborate and share information, leading to increased problem-solving, improved communication, and better decision-making. This collaboration can lead to a more cohesive and effective work environment, where individuals are better able to achieve their goals and succeed [2] [3].

Application

Lead by setting the example

Encourage active listening

Create a safe environment

Share belonging cues

Develop an open mindset

Limitations

Psychological safety is not the same as being nice

Psychological safety is not about personality

Psychological safety is not related to lowering performance standards

Psychological safety is not another word for trust While trust and psychological safety share similarities, they are not synonymous. Psychological safety differs from trust in that it concerns the collective experience of a group, rather than individual interactions. This means that the experience of psychological safety is contingent on immediate circumstances. This distinction is important in understanding the role of psychological safety in team dynamics, as it is essential for fostering an environment of open communication and innovation [1].

Annotated Biography

Edmondson, A. (1999a). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383. Edmondson introduces the concept of psychological safety in work teams and explores the impact of this construct on learning behavior. The study shows that psychological safety in the workplace promotes a culture of learning and innovation, where individuals feel comfortable sharing information, admitting mistakes, and experimenting with new ideas.

References

[1] A. C. Edmondson, “Book Review: The Fearless Organization by Amy Edmondson,” 2020. https://sergiocaredda.eu/inspiration/books/book-review-the-fearless-organization-by-amy-edmondson/ (accessed Feb. 19, 2023). [2] A. Edmondson, “Psychological safety and learning behavior in work teams,” Adm. Sci. Q., vol. 44, no. 2, pp. 350–383, 1999, doi: 10.2307/2666999. [3] M. L. Frazier, S. Fainshmidt, R. L. Klinger, A. Pezeshkan, and V. Vracheva, “Psychological Safety: A Meta-Analytic Review and Extension,” Pers. Psychol., vol. 70, no. 1, pp. 113–165, 2017, doi: 10.1111/peps.12183.