“Psychological safety and courage are simply two sides of the same (immensely valuable) coin. Both are, and will continue to be, needed in a complex and uncertain world.” -Amy Edmondson
Lessons from the experts
In 2012, Google launched Project Aristotle, a multi-year research initiative that explored over 250 team variables from more than 180 teams to identify the characteristics of an ideal work team. The research team concluded that successful teams
have five elements in common:
- Psychological safety
- Dependability
- Structure and clarity
- Meaning of work
- Impact of work
However, psychological safety was found to be the most critical factor and the underpinning of the other four.
Author Amy Edmondson coined the term psychological safety and defined it as a climate in which people are comfortable expressing themselves, a belief that the work environment is safe for interpersonal risk-taking, and feeling
safe to express ideas, questions, or concerns. A psychologically safe work environment is one where colleagues trust and respect each other and feel able—even obligated—to be candid with one another. In other words, team members believe
that if they make a mistake or ask for help, they will not be ridiculed or embarrassed, making it possible for productive disagreement and the free exchange of ideas.
Achieving psychological safety and a culture of belonging
In healthcare, concerns about worker and patient safety, along with the growing complexity of care delivery, make psychological safety imperative for all work settings. In my recent book Core Competencies of Civility in Nursing & Healthcare, I introduced a conceptual model to illustrate how interconnectedness among the concepts of civility, psychological safety, and communication can help support
diversity, equity, and inclusion and lead to a culture of belonging. While still a work in progress, it elucidates my current thinking on the interrelationship of these and other related concepts.
Humans long to belong
As humans, we are hardwired to belong and possess an innate need to form and maintain interpersonal connections with other people, groups, and organizations. In the conceptual model, achieving a culture of belonging first requires an enhanced sense of
self and other awareness and a genuine commitment to civility and respect for diversity and human dignity. Honing the skills of self and other awareness, expressing civility, and extending dignity to others fosters an environment conducive to psychological
safety and courageous conversation—which helps to create a stable foundation to achieve diversity, equity, inclusion, and a culture of belonging.
Creating psychological safety at work
While not an exhaustive list, let’s consider some specific ways to foster psychological safety at work:
- Develop leaders.
Creating a psychologically safe work environment requires leaders to set the tone and model the way by establishing a clear, compelling vision for civility, respect, and inclusion among all members of the organization. McKinsey & Company found that organizations that prioritize developing leadership skills and fostering positive work environments are better at creating psychological safety, which can lead to improved innovation
and better overall organizational health and performance.
- Deepen self-awareness.
Becoming more self-aware promotes personal growth, psychological safety, and team cohesion. When we are more cognizant of our behaviors and their impact on others—and we accept the need for personal change, and take action to enact
change—great things can happen. Improving self-awareness helps uncover our implicit and explicit biases which can lead to better listening skills; deeper insight into how and why we behave in certain ways; and enhanced communication
and conflict management skills. Recognizing our triggers or “hot buttons” can enable us to manage our reactions and responses in a more respectful way.
- Establish team charters with norms.
Team charters are detailed documents developed with input from all team members that clarify the team’s mission and purpose, roles and responsibilities, key objectives, decision-making processes, and team norms (agreements). Team norms help
establish psychological safety, effective team functioning, and provide a structure for interacting with one other. Examples of team norms include communicating and interacting respectfully, listening to learn, welcoming opposing points of
view, and holding self and others accountable for abiding by norms.
- Model the way.
Being a positive role model for honesty and integrity is one of the most formidable tools in our psychological safety toolbox. Positive role models show openness toward other points of view, welcome new
ideas, and make an honest effort to engage in constructive dialogue. They communicate well, listen to understand, and show respect toward themselves and others. They think before they act or speak and consider the impact of their words and actions
on others. We can contribute to creating a psychologically safe work environment by being cognizant about how we present ourselves and interact, treat, and communicate with others.
- Identify and capitalize on strengths.
Each team member possesses a unique set of skills, characteristics, abilities—and strengths. Members of high-performing teams know and maximize their own strengths and those
of their colleagues while collaborating to achieve mutual goals, such as delivering optimal patient care and preparing learners for nursing practice. In addition to identifying strengths, be sure to address areas for improvement, since ignoring
them can weaken team cohesion.
- Connect with others.
Appreciating the qualities that each team member brings to the work environment helps build psychological safety. Gathering inside and outside of the work environment promotes comradery and connection.
For example, hosting monthly birthday parties or potluck meals, telling stories, and celebrating the accomplishments of co-workers by showing genuine interest in their well-being are powerful ways to strengthen relationships.
- Express gratitude.
Extending a genuine, simple “thank you” promotes positive relationships—both personal and professional. Showing appreciation and recognizing co-workers are cost-free, powerful ways to inspire
goodwill and psychological safety. It takes very little time and effort to thank or acknowledge a colleague, yet the benefits are immense. Here are a few suggestions: “I couldn’t ask for a better teammate,” or “I always look forward to working with you,” or “You make coming to work a joy; this place would not be the same without you.”
- Encourage input.
Some team members may be comfortable expressing their ideas and thoughts in an open forum or staff meeting, while others desire more time to contemplate and think through their ideas. When
asking for input, be specific and clear rather than broad and vague. For example, a brief online questionnaire might ask, “What specific ideas do you have for improving our team’s capacity to manage conflict?” or “What are some helpful ways to share information and communicate with the team?” Creating
a psychologically safe work environment requires a sincere commitment to improving the work experience by showing appreciation for others’ ideas and suggestions, implementing some, and giving credit where credit is due.
- Listen to learn and understand.
I often say, “Listening is an act of love.” Truly listening, paying attention, and genuinely valuing what another person has to say are the most exquisite gifts we can give and receive. Yet, listening is one of the most difficult
communication skills to master. Rather than becoming defensive or rushing to respond when someone else is speaking, stay calm and engaged, ask for clarification, and get curious to learn something new or see things differently.
- Be responsible and accountable.
We display responsibility and accountability when we keep our word, honor commitments, assume responsibility for an outcome, and follow through on an agreement. If we are unable to honor
a commitment or follow through with an agreement, we speak up sooner rather than later, offer solutions, or ask for help to accomplish the outcomes or deliver results.
Being a member of a psychologically safe work environment is a thing of beauty and an exceptionally positive experience. If you feel included and valued, as well as free to speak up, share ideas, and challenge the status quo without fear of embarrassment
or reprimand, you and your teammates can take a well-deserved bow. You are reaping the benefits of psychological safety at work! If these words don’t represent how you feel in your work environment, I hope these 10 ways help you move the needle.
Cynthia Clark, PhD, RN, ANEF, FAAN, Founder of Civility Matters™, Professor Emeritus at Boise State University, and author of
Creating & Sustaining Civility in Nursing Education and Core Competencies of Civility in Nursing & Healthcare, is an expert in fostering civility and healthy work and learning environments around the globe. She is an active member of Sigma's Mu Gamma at-Large Chapter.
Dr. Clark will be presenting a Special Session at Sigma’s Creating Healthy Work Environments conference from 10-12 February 2023 in Austin, Texas, USA.
- Combining the Power of Cognitive Rehearsal, Simulation, and Evidence-Based Scripting to Foster Healthy Work Environments |10:15 a.m.-10:55 a.m. on Saturday, 11 February.