Psychological safety was first defined by Harvard Business School researcher Amy Edmonson as “a shared belief held by members of a team that the team is safe for interpersonal risk taking.”
Our question: What are best practices for rolling out psychological safety and maintaining it over time?
For owners of the talent agenda, the “why” is already settled: Study after study has shown that teams need psychological safety to thrive, and it contributes to positive effects in employee engagement, learning and development, and inclusion and belonging, not to mention productivity and business outcomes.
The “how” is harder, partly because the concept can feel like a nebulous one and partly because implementation happens via individual teams and team leaders, not organization-wide. “Psychological safety isn't something you can order or mandate,” explains journalist Charles Duhigg, author of Smarter Better Faster: The Secrets of Being Productive in Life and Business. (Duhigg is also an investor in Charter.) “What you need is leaders and team members who all buy into the idea.”
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