Psychological safety describes a work environment where team members, regardless of status, are able to share ideas, theories, and proposals free from fear of criticism or reprisal. A two-year study at Google found that psychological safety was a critical component for team success.1 You can’t create it overnight, but you can start heading in that direction today.
Psychological safety is not the end goal. It enables reaching the end goals of improved value delivery, predictability, and developer thriving.
Psychological safety is a critical ingredient of high-performing software development organizations. It enables teams to grow, to think, innovate and adapt to changing circumstances and business climates. It moves decision-making away from the view of a single individual and toward one of a more diverse and nuanced perspective. Benefits include:
✓ Critical ❑ Helpful ❑ Experimental
Do the following steps to get started.
Psychological safety is not your goal. Your goal is to ship value sooner to your users.3. Better performance supports your goal of shipping value sooner to your users.
The following four steps highlight important actions. See the details in our chapter in The GROWS Book, Psychological Support.
AnswersFromExperiments starts with having a base line documenting the current state. Conduct a simple anonymous survey. This provides you with information how employees feel about safety and being valued.
Perfect results don’t exist. If all the surveys say everyone is absolutely happy and safe, you most likely have a pathological culture. See the Westrum Continuum in InformationFlow.
The survey results will show you where to focus your effort to create psychological safety.
Using SmallBitesAlways pick area creating the most pain and focus on it. Attempting to change too many things at a time will dilute effort and lead to confusion as people try to figure out what is most important. Or they may pick an area where they are comfortable and avoid the awkward areas that may contain the most leverage for change.
Following the guidelines in AnswersFromExperiements take action. These actions could involve workshops that address values and behaviors, team performance and other relevant topics. Be sure to LeadTheWay. Everyone will be watching to see if your words and actions align.
When it looks like psychological safety has improved, conduct another survey. This provides confirmation on progress. You may learn that progress in one area positively impacts another area. Remember There is no there there. In other words, it is not a destination. It’s a journey that enables improved value delivery.
Culture is defined by the worst behavior tolerated - John Amaechi
To create a psychologically safe work place consider the following attitudes.
Team leaders and managers, all the way up to senior management, need to adopt and model the following behaviors.
Team members need to adopt and model the following behavior.
Failure is an integral element of work. It’s critical to learning and progress. If team experiments never fail, you aren’t learning. An experiment is only a failure if you don’t to learn from it.
Both managers and team members agree on transparent, two-way accountability. Do not tolerate sub-standard, poor working habits:
Psychological safety enables and embraces high performance standards. Amy Edmondson’s work on Psychological Safety7 identifies four zones of behavior based on the level of accountability and motivation vs. the amount of perceived psychological safety:
The shift from an Anxiety ridden to a Learning organization happens by growing psychological safety.
## Warning Signs
The full set of learning habits in The GROWS Method® will help form a virtuous, self-reinforcing cycle. Psychological Safety is one of the necessary conditions in order for any of the other habits to succeed. But once you have it, the other habits will encourage and increase safety, which will encourage and increase learning, and ultimately increase team and organizational effectiveness.8
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Accelerate [(Forsgren et al., 2018)] ↩
For a more thorough survey instrument, see examples at los.hbs.edu ↩
Psychological safety enables better performance[(Edmondson, 2019)] ↩
The Age of Agile [(Denning, 2018)] ↩
Beware of the Fundamental Attribution Error ↩
The Pragmatic Programmer [(Thomas & Hunt, 2020)] ↩
The Fearless Organization [(Edmondson, 2019)] ↩
The Fearless Organization [(Edmondson, 2019)]. ↩
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