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creating_psychological_safety_in_the_workplace_by_amy_edmondson [2019/03/13 07:51]
Hans Samios created
creating_psychological_safety_in_the_workplace_by_amy_edmondson [2019/07/08 10:10] (current)
Hans Samios
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 ====== Summary ====== ====== Summary ======
  
- * Content rating: 5 (a new idea / approach) +  ​* Content rating: 5 (a new idea / approach) 
- * Style rating: 0 (average presentation)+  * Style rating: 0 (average presentation)
  
 ====== Notes ====== ====== Notes ======
  
- * Reason we need psychological safety (voices are welcome and expected) +  ​* Reason we need psychological safety (voices are welcome and expected) 
-   ​* All people do “impression management” - no one wants to look ignorant (don’t ask questions), incompetent (don’t admit a weakness or mistake), intrusive (don’t offer ideas), negative (don’t critique the status quo) +    * All people do “impression management” - no one wants to look ignorant (don’t ask questions), incompetent (don’t admit a weakness or mistake), intrusive (don’t offer ideas), negative (don’t critique the status quo) 
-   ​* In general, the higher status you had, the more psychological safety. But in groups of the highest people we all revert to “impression management” +    * In general, the higher status you had, the more psychological safety. But in groups of the highest people we all revert to “impression management” 
- * There are real benefits to psychological safety +  * There are real benefits to psychological safety 
-   ​* In medical setting, higher psychological safety lead to 18% reduction in bad accidents and deaths +    * In medical setting, higher psychological safety lead to 18% reduction in bad accidents and deaths 
- * Leadership behaviors explain the difference between safe and not safe environment +  * Leadership behaviors explain the difference between safe and not safe environment 
-   ​* Not just at top level, but all levels, as psychological safety lives in groups (not individuals,​ not organizations) +    * Not just at top level, but all levels, as psychological safety lives in groups (not individuals,​ not organizations) 
-   ​* We need to train all levels of manager to be happy with disagreement  +    * We need to train all levels of manager to be happy with disagreement  
-   ​* Psychological safety enables learning behaviors +    * Psychological safety enables learning behaviors 
-     ​* “But fear is a motivator!”:​ Yes, but wrong kind as it impairs analytical thinking +      * “But fear is a motivator!”:​ Yes, but wrong kind as it impairs analytical thinking 
-     ​* “But what about performance standards?​”:​ Need both performance standards and psychological safety +      * “But what about performance standards?​”:​ Need both performance standards and psychological safety 
-     ​* Argument is that we need to be in the “learning zone”, that there is no trade-off between these concerns. In fact, cannot achieve high performance without both psychological safety and standards+      * Argument is that we need to be in the “learning zone”, that there is no trade-off between these concerns. In fact, cannot achieve high performance without both psychological safety and standards
  
-Axis Low psychological safety | High psychological safety ​ +^  ​Axis           ^  ​Low Psychological Safety ​       ^  ​High Psychological Safety ​    ^ 
-------------:​ | :​-----------: ​ | :​-----------:​ + ​High ​Standards ​ Anxiety zone (afraid to speak) ​  Learning zone                 | 
-High standards  ​| Anxiety zone (afraid to speak ) | Learning zone +^   Low Standards ​ Apathy zone                     ​ Comfort zone (mailing it in)  |
-Low standards  ​| Apathy zone | Comfort zone (mailing it in)+
  
- * Model to help organization change to increase psychological safety: +  ​* Model to help organization change to increase psychological safety: 
-   ​* Set the stage - creates rational for speaking up +    * Set the stage - creates rational for speaking up 
-   ​* Invite engagement - acknowledge your own fallibility  +    * Invite engagement - acknowledge your own fallibility  
-   ​* Respond appreciatively +    * Respond appreciatively 
- * Set the stage is about (re-)framing the work as a learning problem, not an execution problem +  * Set the stage is about (re-)framing the work as a learning problem, not an execution problem 
-   ​* Aim is to overcome the instincts that get in the way of work +    * Aim is to overcome the instincts that get in the way of work 
-   ​* Different framing needed for different environments +    * Different framing needed for different environments 
-   ​* All environments are seeing increased VUCA +    * All environments are seeing increased VUCA 
-   ​* Proficiency -> customization -> creativity are different levels of (increased) uncertainty as there is increased failure rates (therefore learning) +    * Proficiency -> customization -> creativity are different levels of (increased) uncertainty as there is increased failure rates (therefore learning) 
-   ​* Innovation. IDEO: “Fail this often and sooner”. Pixar: “All of our movies are bad at first” +    * Innovation. IDEO: “Fail this often and sooner”. Pixar: “All of our movies are bad at first” 
-     ​* Help override instinct hesitate to take risk and fear of failure +      * Help override instinct hesitate to take risk and fear of failure 
-   ​* Entrepreneur. “Early, often, ugly” and “If you are good at course correction being wrong is less costly than you think” +    * Entrepreneur. “Early, often, ugly” and “If you are good at course correction being wrong is less costly than you think” 
-     ​* Help override “tendency to agree with the boss” +      * Help override “tendency to agree with the boss” 
-     ​* “Here’s our protocol we’d like you to follow it. And deviate any time your clinical judgement tells you +      * “Here’s our protocol we’d like you to follow it. And deviate any time your clinical judgement tells youAnd tell us what you did and why” 
-And tell us what you did and why” +      * Help override “Don’t tell what us what to do” and “complacency” 
-     ​* Help override “Don’t tell what us what to do” and “complacency” +    * Proficiency. Toyota. “Tells us about you problems so we can work on them together” 
-   ​* Proficiency. Toyota. “Tells us about you problems so we can work on them together” +      * “We know you are a good manager.” 
-     ​* “We know you are a good manager.” +      * Help override boasting and the need to hide problems 
-     ​* Help override boasting and the need to hide problems +  * Invite engagement 
- * Invite engagement +    * Say “I need your help; I might miss something” 
-   ​* Say “I need your help; I might miss something” +    * Broaden the discussion - What do others think, What are we missing, What options do we have, Who has a different perspective 
-   ​* Broaden the discussion - What do others think, What are we missing, What options do we have, Who has a different perspective +    * Deepen the discussion - What leads us to think so 
-   ​* Deepen the discussion - What leads us to think so +    * “Which one of you has a different opinion?​” 
-   ​* “Which one of you has a different opinion?​” +  * Respond appreciatively  
- * Respond appreciatively  +    * Don’t respond harshly, negatively 
-   ​* Don’t respond harshly, negatively +    * Offer thanks, and an offer of help - Make honest feedback a positive experience. 
-   ​* Offer thanks, and an offer of help - Make honest feedback a positive experience. +    * Model curiosity
-   ​* Model curiosity+
  
 ====== Notes During Session ====== ====== Notes During Session ======
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