As research on diversity and inclusivity stacks up, most HR and senior executives agree: Organizations benefit from diversity of thought.
Groups made up of people with different life experiences bring together many valuable perspectives. And diverse groups are better able to recognize problems and offer up creative solutions than groups of people with similar life experiences.
But what if some team members don’t feel comfortable speaking up? What if they’re afraid to share their concerns or resist asking challenging questions? What if they avoid suggesting innovative ideas because they’re worried about rejection?
Unfortunately, many people feel this way. According to a 2017 Gallop survey, 3 out of 10 employees strongly agreed that their opinions don’t count at work.
That lack of psychological safety at work has major business repercussions. First, when people don’t feel comfortable talking about initiatives that aren’t working, the organization isn’t equipped to prevent failure. And when employees aren’t fully committed, the organization has lost an opportunity to unleash its full talent.
“People need to feel comfortable speaking up, asking naive questions, and disagreeing with the status quo in order to create ideas that make a real difference,” says David Altman, CCL’s chief operating officer. “It doesn’t mean that everybody is nice all the time. It means that you embrace the conflict and you speak up, knowing that your team has your back, and you have their backs.”
According to Dr. Amy Edmondson, author of The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, people must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud in order to create a culture that truly innovates.
What is Psychological Safety at Work?
Psychological safety is a shared belief held by members of a team that the team will not embarrass, reject, or punish you for speaking up.
“When you have psychological safety in the workplace, people feel comfortable being themselves. They bring their full selves to work and feel ok laying all of themselves on the line,” Altman says.
4 Stages of Psychological Safety
When a team climate is characterized by interpersonal trust and mutual respect, members feel free to collaborate and they feel safe taking risks, which ultimately enables them to implement rapid innovation.
A psychologically safe workplace begins with a feeling of belonging. Like Maslow’s hierarchy of needs — which shows that all humans require their basic needs to be met before they can reach their full potential — employees must feel accepted before they’re able to improve their organizations.
According to Dr. Timothy Clark, author of The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation, employees have to progress through the following 4 stages before they feel free to make valuable contributions and challenge the status quo.
Stage 1: Inclusion Safety
Inclusion safety satisfies the basic human need to connect and belong. In this stage, you feel safe to be yourself and are accepted for who you are, including your unique attributes and defining characteristics.
Stage 2: Learner Safety
Learner safety satisfies the need to learn and grow. In this stage, you feel safe to exchange in the learning process, by asking questions, giving and receiving feedback, experimenting, and making mistakes.
Stage 3: Contributor Safety
Contributor safety satisfies the need to make a difference. You feel safe to use your skills and abilities to make a meaningful contribution.
Stage 4: Challenger Safety
Challenger safety satisfies the need to make things better. You feel safe to speak up and challenge the status quo when you think there’s an opportunity to change or improve.
How Leaders Can Boost Psychological Safety at Work
To help employees move through the 4 stages and ultimately land in a place where they feel comfortable with interpersonal risk-taking, leaders should nurture and promote their team’s psychological safety.
“Psychological safety represents an organization’s climate and culture,” says Altman. “When you consider the enormity of changing a culture, it can feel overwhelming. Transformation comes in the form of small steps.”
Altman suggests thinking about it in terms of making incremental changes that yield incremental wins. “Most of us agree we could make a 1% improvement in a goal we have each day,” he says. “Ask colleagues if they’re willing to sign up for 1% each day. By the end of the year, you’re over 30 times better.”
Leaders can set the stage for incremental change by establishing team expectations for factors that contribute to psychological safety. Doing so will help encourage innovation, instead of sabotaging it.
With your team, discuss the following questions:
· How will team members communicate their concerns about a process that isn’t working?
· How will you respond to failure or bad news?
· What are the norms for managing conflict? (Learn 5 steps for tackling tough conversations.)
· Are you willing to accept creative, out-of-the-box ideas that are not well-formulated, or do you only want tested ideas?
How Team Members Can Nurture Psychological Safety at Work
While leaders play a role in shaping their team’s culture, it’s up to each team member to contribute to a psychologically safe climate. “A culture is simplistically defined by ‘the way we do things around here,’” says Altman. “We all have a role to play in how we do things at work — both on our team and in our organization.”
Team members can take the following steps to promote productive dialog and debate:
· Ask powerful, open-ended questions, and then listen intently to understand.
· Agree to share failures, recognizing that mistakes are an opportunity to learn and grow.
· Use candor, whether expressing gratitude or disappointment.
· Ask for help, and freely give help when asked.
· Embrace expertise among many versus a “hero” mentality.
· Encourage and express gratitude, which reinforces team members’ sense of self.
Most importantly, positive interactions and conversations between individuals are built on trust. Give your team members the benefit of the doubt when they take a risk, ask for help, or admit a mistake. In turn, trust that they will do the same for you. With improved conversational skills, you can build a culture that’s more robust, dynamic, and psychologically safe.
The result is an environment safe for interpersonal risk-taking. (Learn 4 ways you can show empathy in the workplace in our article, The Importance of Empathy in the Workplace.)
What is Psychological Safety at Work – When Work is Virtual?
At first, it may seem that it’s harder to promote psychological safety when employees are working remotely. After all, how do you establish trust when interpersonal conversations have to be scheduled in advance and conducted through a screen?
According to Altman, this new work-from-home reality may give team members a unique opportunity to forge connections — if they’re paying attention.
“On a virtual call, you have the ability to look intently at people, not just listening to their words, but seeing and feeling their emotions,” says Altman, who contrasts a Zoom call with a regular in-person conversation. “In many cultures, it can be awkward to stare at someone for 30 seconds or certainly minutes at a time. But on Zoom, no one knows who you’re looking at, and your ability to apply your emotional intelligence can sometimes be enhanced.”
Psychological safety requires that team members have the courage to be vulnerable, and virtual work environments also present that opportunity. “Maybe it’s hard for you to express vulnerability in person, but through a computer, you can type vulnerability statements in chat and spend a little more time thinking through how you want to convey it and gauging the impact on others through their comments in response,” Altman suggests.
Remember, the goal is to create a safe climate where team members aren’t worried about feeling rejected for speaking up. When that’s the case, not only does interpersonal risk-taking become the norm, but team members are also more adaptable in the face of change. In other words, they understand the challenges and opportunities that exist throughout the organization — and they see their role in making it a better place.