During a recent conversation it was mentioned that managers would dress up in costumes and/or do ‘goofy’ things after their company ‘implemented’ psychological. Of course, none of this demonstrates a psychologically safe work environment! Coincidently, a few days later an interview was published in HBR regarding what people get wrong about psychological safety.
A psychological safe environment is one where individuals feel it is safe to speak up without fear of retribution and that their voice is heard and matters. We believe this is essential for safety, well-being, high performing teams, and a great place to work. According to the article however, as the concept has gained popularity the misconceptions have grown. The concern is that the misconceptions can undermine the benefits.
The article is worth the read! Below is a brief synopsis of the 6 common misconceptions of psychological safety.
1. First, Psychological Safety is not a policy to be implemented and enforced. It is an environment that is cultivated through each interaction with intention and effort. It requires candor, trust, and 3 tools for leaders:
- Clear and consistent messaging of the state of the business
- Modeling
- Mentoring
2. Psychological Safety means being nice which is one of the most common misconceptions. It is not ‘harmony at all costs.’ That is actually NOT harmony and would mean ignoring what needs to be corrected, would stifle growth and improvement, and lacks candor. The results could be disastrous. Instead, psychological safety requires respect and kindness, but permission for candor so that difficult/challenging conversations can be held. This leads to growth, solutions, and possibilities.
3. Following # 2, it doesn’t mean that people always get their way, or that their ideas are fully supported. The leader, decision maker, or co-workers may not agree with a suggestion. Not all ideas are beneficial. What matters is that each opinion or idea is heard, acknowledged, and considered.
4. Psychological Safety means not laying off employees. No, it doesn’t. BUT it DOES mean employees can be upset about such a decision, and safely voice their disagreements.
5. Psychological Safety requires accepting underperformance. Both accountability and psychological safety should exist together without one excluding the other. The same high standards of performance must be maintained, and the expectations upheld and communicated. Psychological safety does not mean accepting mediocrity, but it does mean ensuring employees have
- the resources,
- skills development,
- mentoring, and
- learning opportunities to be successful.
6. Psychological Safety requires a top-down approach. Yes, leaders must be involved. Certainly, leaders create and foster the culture and climate within the organization; however, all stakeholders influence the climate. Creating a psychologically safe work environment requires all to be actively involved.
Addressing the misconceptions is essential to ensure a socially and psychologically safe environment. Psychological Safety is not an end goal to achieve but is a culture that is embedded in the processes – the business operations in achieving organizational goals. It is an evolving journey, and key to the way business is done.
According to the authors, “Ironically, talking less about psychological safety and more about the goal and the context {of the organization} and why everyone’s input matters is the first step in building psychological safety.”
The authors note that the best way to foster psychological safety is to encourage information sharing, candor, belonging, and acceptance. For us at Dimensions, it’s all about relationships, relationships with each other and the clients we serve. It is through positive interactions and relationships that great work is accomplished and great places to work are built. And we believe that safety and wellness can be the lever to make it all happen!
What People Get Wrong About Psychological Safety
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