Fostering Psychological Safety in the Workplace
Behind every successful team is a culture of psychological safety. Organizations that don’t take the necessary steps towards creating a psychologically safe workplace are not only at risk of a toxic environment, but can struggle to meet their business goals by silencing their team members, stifling creativity and putting a halt on innovative ideas or new opportunities.
A psychologically safe workplace is also necessary for any organization that strives to achieve equity, diversity and inclusion. This blog post will explore what psychological safety means, why it matters, and strategies leaders can use to foster psychological safety in the workplace.
The Importance of Psychological Safety at Work
Let’s start by defining what psychological safety actually means. In the workplace, psychological safety is the empowering and inclusive ability to take risks, make mistakes, ask questions and share opinions without fear of humiliation, rejection or being reprimanded.
Psychological safety acknowledges that:
Everyone has different perspectives, insecurities, and vulnerabilities
There’s strength in diversity
Everyone wants to feel respected, appreciated and happy
On the other hand, here is what psychological safety is not:
Coddling
A shield from accountability
Unearned autonomy
Consensus decision-making
When team members feel as though they are able to use their voice, they’re more likely to be engaged and satisfied in their roles.
In a research study conducted by the Center for Creative Leadership, they discovered that teams with high degrees of psychological safety reported higher levels of performance and lower levels of interpersonal conflict.
Teams who achieve psychological safety tend to be more productive, creative and effective in meeting their goals. Psychologically unsafe workplaces, however, can have real repercussions: by holding back new ideas and failing to effectively collaborate with each other, teams risk falling short of their full potential.
Overall, organizations who effectively create psychological safety in the workplace are better for it. So, where should leaders begin? First, let’s take a quick overview of what they should avoid.
Avoiding a Psychologically Harmful Work Environment
While there are many benefits to promoting psychological safety, there are also some risks to be aware of that can lead to a toxic environment and low employee morale. For example, some individuals may take advantage of a culture of openness to criticize others or engage in harmful behaviours, like excluding certain members of the team or forming alliances.
That is why it’s important for leadership to create clear guidelines for acceptable behaviour, provide support for individuals who are struggling and remain open to feedback from their teams on ways they can improve. Here are some important questions for leaders to consider when measuring psychological safety in the workplace:
Is team morale persistently low?
Is employee turnover persistently high?
Do team members share their ideas, or stay quiet?
Do team members ever challenge the status quo?
Does leadership dominate most conversations during meetings?
Is feedback periodically shared or requested by leadership?
Are ideas, concerns and requests addressed when brought up, or ignored?
By utilizing these questions as a starting point, organizations can determine where they may have fallen short in the past and hopefully make strides towards a more psychologically safe workplace in the future.
How to Improve Psychological Safety in the Workplace
Promoting psychological safety begins with strong leaders and will have a ripple effect within an organization. Here are just a few ways to lead by example and contribute to a psychologically safe and inclusive work culture:
Encourage open communication and actively listen.
Celebrate diversity, including different ideas and opinions.
Create an environment where mistakes are seen as opportunities for growth.
Set clear expectations and goals.
Model positive behaviours and attitudes.
Celebrate the wins, big or small, and give credit where its due.
The best way to assess your workplace’s level of psychological safety is to ask employees directly. Conduct surveys or other forms of feedback to help you gauge their level of comfort with speaking up, sharing their ideas and asking questions. This is just another step to show how much they matter, as long as their feedback is actually taken into consideration for future improvements in the workplace.
Conclusion
Creating a culture of psychological safety is an ongoing process that requires attention, effort and a commitment to putting people first. By valuing open communication, collaboration and a growth mindset, leaders can help their teams thrive. Keep in mind that psychological safety is not just a ‘nice-to-have' for an organization; it is a fundamental aspect of any healthy workplace that strives to incorporate diversity, equity and inclusion.