Solve the mystery of psychological safety in the workplace
In Louise Penny’s bestselling Three Pines mystery novel series, main character Chief Inspector Armand Gamache frequently tells new police recruits that there are four statements that lead to wisdom. They are:
- I was wrong.
- I’m sorry.
- I don’t know.
- I need help.
He doesn’t tell the recruits this, but Gamache is teaching a lesson about psychological safety on the job.
What is psychological safety?
The concept of psychological safety in work teams was first identified in 1999 by Amy Edmondson, a Harvard Business School professor and author of The Fearless Organization.
She defined it as, “the belief that one can speak up without risk of punishment or humiliation.”
Edmondson created a model of psychological safety with elements in four quadrants. These four elements align with Gamache’s four statements. They are:
- Challenger safety: Team members feel comfortable challenging the status quo, expressing their opinions, and proposing new ideas. That means those who are challenged occasionally must say, “I was wrong.”
- Inclusion safety: Team members feel valued and included, and that their ideas and experiences are equally important. This may mean team members must sometimes say, “I’m sorry,” when they notice an individual has been left out, or had their ideas dismissed because of who they are.
- Learner safety: Team members feel comfortable asking questions, sharing new ideas, and learning from mistakes. In other words, people aren’t afraid to say, “I don’t know.”
- Contributor safety: Team members feel safe contributing their ideas and participating in team discussions. To encourage contributions, leaders and team members must sometimes turn to others and say, “I need help.”
Applying the four elements of psychological safety
Unless you’re the head of a Canadian law enforcement organization like the fictional Gamache, the inspector might not be the most relatable role model when it comes to the day-to-day application of those four elements of psychological safety. Ensuring employees feel a sense of psychological safety in your workplace, however, requires Gamache-like patience and effort. Here are some ways to apply the four elements of psychological safety in real-world (non-murder mystery) settings:
Strive to get leaders focused on psychological safety. By actively listening to team members and valuing diverse perspectives, leaders foster an environment where psychological safety thrives. Leaders should lead by example, becoming comfortable acting in ways that show them to be vulnerable, empathetic, and inclusive.
Build strong relationships on work teams. Encourage collaboration, open communication, and respect within each team. Foster an environment where everyone's voice is heard, ideas are valued, and constructive feedback is encouraged. Team-building activities and regular check-ins can help strengthen trust among team members.
Encourage development. Provide opportunities for skill-building, learning, and training that increase self-confidence, empathy, and communication skills. Encourage individuals to embrace a growth mindset and support them in their personal growth.
Provide regular feedback to team members. Focus on strengths, as well as opportunities for improvement. Celebrate achievements and recognize efforts. Make sure meetings are a safe space where individuals feel comfortable sharing their thoughts, concerns, and ideas without fear of judgment or retribution.
Adopt some new routines. Start meetings by having team members recognize the efforts of a peer.
Applying the four elements of psychological safety is an ongoing process. Managers must regularly assess the team’s level of psychological safety and look for areas for improvement. Be open to change based on feedback and the evolving needs of your team.
Key to remember: It’s no mystery that by working to increase psychological safety, teams can thrive, resulting in greater employee retention, higher productivity, and a more positive work experience overall.