Dr. Amy Edmondson (who coined the term psychological safety), defines it as, "a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes."
This is a critical factor for high-performing teams.
Teams with strong psychological safety are less afraid of the negative consequences that may result from:
MORE IDEAS FROM 9 Strategies to Create Psychological Safety at Work
One way to measure psychological safety in your organization is through employee surveys. Consider asking questions that measure employees' perceptions of psychological safety both at work and within their team.
When reviewing your results, focus your data analysis at the team-level, rather than within the organization overall. While it's valuable to have an understanding of the level psychological safety throughout your organization, any action that you take to improve psychological safety will be most effective within teams.
One of the things that make up a great organization is one that consists of a handful variety of capable intellectuals.
People who have differing perspectives in a group are more likely to generate unique and sometimes, unusual ideas due to their differences in the environment they grew up in - ranging from their education to life experiences.
The argument is that while remote employees may be more personally productive, the team creativity and innovation suffer. People really need spontaneous interactions at the water cooler or break room or at happy hours to foster serendipity that drives innovation.
People who support the Office-Serendipity Theory of Innovation like to cite Jobs' views to support the idea that "most people should work in an office." But the theory suffers from anecdotal evidence of chance office encounters.
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