Making it safe to achieve excellence
Psychological Safety History
Professor Edmondson has spent nearly 30 years researching Psychological Safety. She started by studying two teams in a hospital. Her thesis led her to conclude that the most cohesive team reported making the most mistakes, not because they were making more mistakes, but they were honest in their reporting compared to the other team. In other words, they were more willing to admit and talk about what happened so they, and their team could learn and learn quickly in order to improve.
When Google conducted a two-year study on what makes a great team, the results surprised some. They found the highest performing teams had one thing in common; they felt ‘psychologically safe’. This understanding has established psychological safety as the must have for all teams. Psychological safety is where employees feel free to share their ideas and concerns without being judged or criticised.
Psychological Safety Programme
When employees feel mentally and emotionally safe to be themselves in the workplace, they inspire each other to learn and grow, creating new solutions to save time, energy and in some industries even save lives! Where are leadership’s weakest links that are letting down the whole system, for example? Managers can be invited to discuss how well their organisation works, and how it may be improved, reflecting on such questions as:
- How safely can people disagree with their boss?
- What does no one dare talk about?
- Where are feedback channels not working?
- How can coordination be improved across boundaries and silos?
- How can the organisation get better at learning from its mistakes? How can leadership be more widely distributed?
- How can the hierarchical structure function more effectively?
- How rigorously is accountability practised?
- How clear is it where responsibility lies for the healthy functioning of the system?
In this area we offer a programme of intervention as well as individual coaching sessions and targeted components
- Team leader conversation to establish aims, roles, responsibilities and timelines
- Introduce Psychological Safety to the team and answer all questions
- Run the survey over a 5-day window (participants will have multiple choice questions taking between 3-5 minutes to complete electronically)
- Team debrief and facilitated discussion to increase understanding and opportunities
The Outcomes you can expect
- Increased awareness of how your team are currently feeling
- Understanding of performance levels in comparison to thousands of teams Create an environment for learning, innovation, and growth
- Genuine thoughts expressed from each team member about how they and the team could progress together
- Identify development areas for individuals
- Greater depth of interaction and candour between teammates
- Action plan to succeed
- A baseline for future measurements
- Complete the ‘Action Logic Level’ This can be done on-line and consists of several questions requiring a written answer, a sentence or two to complete the response
- An initial ‘Action Leader Level’ will be assigned at this stage
- Undertake a series of one-to-one or possible group sessions to review the results of Session One
- This will result in a review and possible revision of the Action Logic Level the ‘Action Logic Level’
- The ability to build an empathic, trusting coaching relationships that achieve objectives and better performance outcomes
- Providing a method for individuals and teams to explore their strengths, potential, ambitions and options
- Developing an individual plan, by coaching, to help you develop your skills to get to the next, or possible, higher level, within a timeframe.
- Periodic reviews of progress – and adjustment of plans – Individual Coaching
- Note that these sessions can be included in standard coaching sessions
Feedback from clients who have worked with SCT to develop a coaching approach
Business Adviser : “To follow”
Operations Business “…To follow “