“Let me be the lead-off batter, Curmudge. Amy Edmondson (1) defines psychological safety as, ‘a social
construct that describes a work climate characterized by interpersonal trust
and mutual respect.’ She also
descries it as, ‘individual perceptions regarding the consequences of
interpersonal risks in one’s work environment.’ Although her interest was in encouraging people to speak
freely as members of a team, psychological safety can be a concern for a whole
organization.”
“Right again, Julie.
It’s even essential in establishing the ‘just culture’ that is needed to
encourage reporting of medication errors and near misses. In fact, psychological safety puts the
Lean tenet of ‘respect for people’ on a personal basis. ‘The most important influence on
(personal) psychological safety is the nearest manager, supervisor, or
boss.’ Psychological safety can’t
be decreed from above. It—like a
Lean culture—must permeate an organization. As practiced in the Toyota Production System, psychological
safety requires hansei (after-action
reviews with rank left at the door), and nemawashi
(discussing changes with everyone involved).”
“Back to the hospital problem that we introduced last
time...the tortuous path taken by the outpatient between departments. Do you expect that psychological safety
will help the team come up with some countermeasures?”
“It’s hard to predict, Julie, but here’s what Prof.
Edmondson said. ‘Because coordinating and integrating complex tasks requires people
to share thoughts openly and act without excessive concern about what others
think, teaming flourishes with psychological safety and diminishes without it.’
“
“Any final observations, Myopic Mystic?”
“Of course, chère
étudiante. In times of stress—as
in mergers and acquisitions and changes in leadership—the good things we have
been studying, such as Lean, Servant Leadership, teaming, and psychological
safety may be put to the test.
Beware and be steadfast.”
Kaizen Curmudgeon
1. Edmondson, Amy C. Teaming. How organizations learn, innovate, and
compete in the knowledge economy.
(2012, John Wiley & Sons).
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