What is the hardest part about creating psychological safety at work?
4 comments
I've found the people that publicly speak the most about the importance of it inside their organisations end up being the ones who live it the least.
You can only live by its principles and inform others of them too and hope that they value them and try to be authentic.
You can only live by its principles and inform others of them too and hope that they value them and try to be authentic.
My experience also. It's sort of a pattern with other behavioral attributes too.
Of course correlation is not causation, places that don't talk about it also might not have it nor care. But talking about it is sort of trying to convince the org, and you only need to spend time convincing people of something that isn't the case.
Of course correlation is not causation, places that don't talk about it also might not have it nor care. But talking about it is sort of trying to convince the org, and you only need to spend time convincing people of something that isn't the case.
Have you ever tried talking about it? If so, what reaction did you get from people?
It sounds like the hardest part is getting people to authentically pursue it in the first place. That is a big hurdle.
Have you had success informing others and getting them to see the value of it?
Have you had success informing others and getting them to see the value of it?
"The belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk taking"
- Amy Edmondson