In our post describing the scary side of psychological safety, we consider why some leaders are nervous about cultivating a more open culture in the workplace. Now we’d like to spend some time thinking about what each of us can do, from wherever we are in the organization, to promote psychological safety, regardless of where the boss is in the process.
We all want psychological safety, don’t we? Logically we know (and the research confirms) that groups with norms that allow all members to contribute frankly and openly without repercussions or retaliation perform more effectively and efficiently. Psychological safety also benefits individuals in obvious ways, inviting people to share their perspectives and ideas – to be heard at work in ways that are meaningful.
So why are many leaders either unconvinced of the importance or unskilled at achieving psychological safety in their work groups? Well, if you’re a leader, there may be good reasons to be nervous about this. Here are six reasons leaders might find psychological safety scary:
