Here's how you can cultivate psychological safety for workplace creativity as a change manager.

Building trust takes intentionality by all parties. Understanding what makes the other person feel heard and respected and what actions they expect before they trust you. Also being self-aware of your expectations of others for them to gain your trust.

Compartir ideas libremente, con la seguridad de una red de confianza, es esencial para el flujo de buenas ideas. Sin embargo, algunas situaciones pueden matar esta confianza, como las críticas destructivas, la falta de reconocimiento y la comunicación ineficaz. Para restablecer la confianza, considerá ejercicios como: - Generar espacios de Feedback Constructivo. - Dinámicas de vulnerabilidad, donde compartir errores y aprendizajes. - Actividades Outdoor o de Team building, que promuevan la colaboración y el entendimiento. Estate atento a la falta de comrpomiso, las quejas o las relaciones con fricción. Pueden estar indicando problemas de confianza. Detectarlos y abordarlos a tiempo es clave para mantener un ambiente creativo y seguro.

In order to create a safe space where change is accepted and adopted, you must establish trust. How? ? Show your team you’re engaged by paying attention when they speak, and being present during meetings. The smallest acts (not making eye contact, multi-tasking, etc) can negatively impact your team’s psychological safety, creating a change-averse team. ? Practice active listening, ask questions to ensure alignment, & create an environment where people feel empowered to speak up. ? Demonstrate understanding & empathy. Don’t point fingers; instead ask how the team can improve as a whole. ? Ensure you learn your team’s personalities, preferences, and work styles. ? Include your team in the decision making process. ? Be the team champion!

Regular, informal sessions where ideas are openly discussed without judgment. Emphasize learning from missteps to remove fear. Showcase a variety of perspectives in decision-making. Some metrics that can help measure are --- Employee satisfaction surveys, the number of new ideas submitted, and the frequency of cross-departmental collaborations, etc. "In our office, brainstorming is like breakfast ---necessary and full of variety, unless it's just cornflakes again!"

The ultimate way to address this challenge is to have built trust in your organization in advance of the particular change initiative you're leading. There are always opportunities for you to encourage people to suggest ideas, and for others to build on them. Start early. Using town halls or organization-wide newsletters to highlight ideas that failed or gave different results to those expected is also a great way to encourage people to take a leap of faith. If you celebrate bravery in trying, then one of the big fears, of being penalized for getting something 'wrong' is removed from your team.

Open dialogue improves productivity and many people who are usually shy, speak on these forums and quite often generate ideas that significantly enhance productivity and foster positive culture at the workplace. A few important considerations or steps important for open dialogue are: 1) Embrace criticism 2) Encourage junior staff to speak 3) Action-driven approach for widely accepted ideas 4) appreciate who actively participates 5) Accept shortcomings

"J'essaie toujours de faire ce que je ne sais pas faire, c'est ainsi que j'espère apprendre à le faire". Pablo Picasso La créativité a besoin d'un temps différent de celui de la productivité où tout s'encha?ne. Elle arrive sans crier gare la nuit, sous la douche, au marché.... Elle s'accompagne de moments bulle pour faire, tester et concrétiser pleinement ses idées avant de les structurer. A mon sens, le r?le du manager est de définir dans la liste des actions un livrable non structuré d'avance et de laisser le temps au collaborateur d'expérimenter et de revenir vers lui.

Regular open-dialogue meetings foster creativity and psychological safety, valuing every perspective. This inclusive approach generates diverse solutions and emphasizes the importance of each team member's voice.

As change managers, it's essential to actively listen and validate each input. As Daniel Taylor said, "A story does what facts and statistics never can: it inspires and motivates." One effective technique is the "round-robin" approach, where every team member shares ideas without interruption. For instance, try asking, "What is one challenge you've faced this week and how did you overcome it?" This not only democratizes the conversation but ensures quieter voices are heard. When team members feel safe to express themselves, creativity thrives, leading to more innovative solutions. How do you foster open dialogue in your team?

Nunca ridiculizar uma idéia. Alguns profissionais tem a tendência em ridicularizar os menos experientes quando apresentam uma idéia. (Os orgulhosos e prepotentes fazem o mesmo sem contudo ter experiência). Um riso de canto, um olhar, uma inflex?o, uma express?o, podem ser usados para desclassificar perversamente aquele que sinceramente traz sua opini?o. Respeitar as idéias apresentadas independente do qual absurdas elas sejam, é um passo importante para um diálogo aberto e um ambiente seguro psicologicamente, e também e porque n?o lembrar, pode ser uma forma de garantir seu futuro emprego, networking, o mercado está recheado de casos de profissionais com idéias inicialmente absurdas se tornando empregadoras daqueles que o ridicularizavam.

Sometimes one has to be intentional about advocating for the quiet members of the team to be given a chance to share the thoughts and ideas. This may include speaking to line managers to allow certain members to lead discussions or presentations as opposed to just letting the usual,vocal members. I have had the privilege of seeing how this bit of intentional advocacy builds confidence and trust among the previously “disadvantaged “ members

In today's dynamic workplaces, cultivating psychological safety is pivotal for fostering creativity and innovation. As a change manager, prioritizing trust involves transparent communication, consistency in actions, and empathetic support, which collectively build a foundation of security and openness. Encouraging voices means actively listening to diverse perspectives, recognizing contributions, and empowering employees to take initiative, thus creating an inclusive culture where every voice is valued. By embracing these principles, organizations can create environments where creativity thrives, leading to enhanced problem-solving and collaboration.

The one thing which you MUST ensure is to REMOVE FEAR amongst your team. This could be FEAR OF BEING RIDICULED, FEAR OF BEING SEEN OR PERCEIVED AS SILLY, FEAR OF SPEAKING UP, FEAR OF GIVING COMMENTS, FEAR OF SHARING IDEAS, etc. As an effective change manager, you MUST begin as an amicable & authentic leader who is genuine, honest & truly caring. This way when your team is in the room, they know that: 1. there is no stupid question or comment; 2. they are so motivated to speak their minds; 3. they love sharing new ideas no matter how small these ideas are; 4. they enjoy listening to each other's sharing of their work experiences & challenges; 5. they have the freedom to voice their opinions & will not be judged. YOU create that environment.

A diversidade de idéias é a maior diversidade que existe na terra. Duas pessoas que possuem a mesma etnia, orienta??o sexual, classe social, forma??o, educa??o, podem possuir idéias diferentes e vis?es de mundo diferente. N?o esperar que as pessoas vivam em senzalas ideológicas é sinonimo de respeito ao próximo. Achar que alguém deve ter uma opini?o X sobre um assunto porque ele pertence a determinada classe ou possuí determinadas caracteristicas é silenciá-lo enquanto ser humano único, pensante e livre.

El empoderamiento, es la contracara de la humildad del líder de reconocerse incompleto para poder abarcar todas las perspectivas simultáneamente sobre un asunto. Empoderar no solo brinda seguridad psicológica a quien se lo empodera, sino a quien brinda dicho poder ya que puede abrirse a mostrarse inseguro o dubitativo o principalmente deseoso de aprender y buscar alternativas nuevas. Empoderar es un proceso doble para las personas involucradas, ya que ambas se ven beneficiadas en el acto de confianza de brindarse uno al otro el espacio de escucharse sin prejuicios

The greatest risk in life is not taking that well-thought out risk. Experimenting if you will is taking that calculated risk. Success comes mostly after several failure points and I believe this is no different. This has been one of my greatest strengths and have led me to taking on roles that has ambiguity, was unique and rare - yet; I’ve been able to be successful.

In order to stimulate creativity, the participation of team members in decision making should be increased. Of course, in some situations, due to sensitivity, there is no possibility of trial and error and applying all the opinions and suggestions, but it is possible to help stimulate creativity and develop creative thinking in the team by holding meetings to analyze the suggestions, without causing any disruption to the work process.

Encouraging experimentation is key to fostering creativity. We need to create an environment where trial and error are seen as steps toward innovation not failures. Embrace failures as learning opportunities rather than setbacks. For example, a team member testing a new project management tool that ends up being inefficient is a good failure if it reveals needed features. Or a marketing campaign that doesn’t hit its target can still provide insights into customer preferences. Experimentation works if you reflect and debrief to unearth key takeaways. Ask, "What did we learn?" and "How can we apply these lessons?" This turns failures into valuable experiences and embeds a culture of continuous improvement and creative thinking.

Todos cometemos erros, mas apenas os inteligentes emocionalmente s?o capazes de aprender com eles. Antes de incentivar a experimenta??o é preciso incentivar a maturidade e inteligência emocional. Caso contrário a exposi??o de li??es aprendidas após um erro será interpretada como ataque pessoal e desvalia do indivíduo como bom profissional.

El ser humano tiene una innata capacidad para crear, pero siempre desde sus experiencias. La cantidad de información que genera cualquier sector es imposible de gestionar a través del aprendizaje académico, que no convierte a nadie en experto. Se necesita experimentar para poder sentirse experto y eso sólo se hace a pie de obra y con el suficiente tiempo como para poder adelantarse a acontecimientos futuros. Sólo el bombero experimentado sabe cuando el edificio va colapsar.

Feedback loops can effectively engage team members while also ensuring they are heard throughout the process. Open discussion about what went well and what could be different enables continuous improvement more effectively. Additionally, when individuals see their idea or suggestion implemented, they better understand that they are bringing value which builds confidence and momentum within them and the culture.

Establishing a feedback system sends a key message that all team members are valued, hence should be informed and sought with their inputs and thoughts. Saying that the team is valued is not sufficient. As team leaders, we should take concrete steps to involve the team and provide/ask for feedback. These may not be the positive feedback or updates everyone is hoping for - but this always sets the tone for transparency within the team.

Cultura do Feedback vem acompanhada com a cultura do - eu vou ouvir porquê sei que preciso aprender e melhorar, isso por parte do colaborador e da cultura do - eu vou falar porque óbvio n?o existe e o colaborador n?o possuí bola de cristal, por parte da lideran?a. Ahhh fulano sabe o que fez, n?o, n?o sabe, vai lá e fala pra ele!

Begin by establishing open channels for feedback, encouraging team members to share ideas and concerns without fear of judgment. Actively listen to feedback and respond constructively, demonstrating that all input is valued. Implement regular check-ins and retrospectives to gather feedback on ongoing initiatives, allowing for adjustments based on team input. Additionally, create a culture that celebrates experimentation and learning from failures, emphasizing that mistakes are opportunities for growth. By prioritizing feedback loops and creating a supportive environment, change managers can cultivate psychological safety, empowering employees to innovate and contribute to workplace creativity.

Los bucles son fundamentales para la comunicación efectiva y es por ello que deben estar bien dise?ados. Las reuniones para crear deben ser distendidas y relajadas, con tiempo suficiente para que la gente pueda expresar sus ideas sin divagar. Debes tener un marcado carácter socrático para que todo el mundo pueda asimilar la idea, para que pueda ser vituperada y con ello se pueda comprobar su efectividad.

One thing that I found helpful in getting things done is by acknowledging the contributions of the individuals. It can be in any form ; it can be thru words , or thru awards recognising the efforts . This will not only motivate the employees but will build a strong bonding between the team and will in turn increase the productivity. Most of the employees resign not because of pay , mostly because they are not valued for what they have been doing for their job satisfaction. Mostly by celebrating the wins , we will be able to provoke creative minds and greater contributions.

Forget just celebrating wins – the magic happens when teams feel safe to take risks and learn. Regular recognition rituals that go beyond a simple "good job" are crucial to building that safety net. Think: Personalized shout-outs that highlight the "why" behind an accomplishment, team discussions where everyone feels comfortable sharing challenges, or even celebrating failures as stepping stones to success. These gestures foster trust and create an environment where innovation and learning can truly flourish.

El reconocimiento del logro es esencial para los miembros del equipo y debe hacerse en un ámbito en el que el resto de los miembros se sientan orgullosos de que uno de su equipo haya conseguido algo. El equipo son todos y por tanto los logros individuales son de todos. Es esencial expresar y generar una impronta dentro del equipo: sin ese equipo la capacidad de crear queda muy mermada. El equipo posibilita el ambiente idóneo para la creación individual. Entiendo esto, el logro es de todos.

Lead by demonstrating vulnerability and allowing your own mistakes to be lessons. While being open to those sharing their own. Empathy dismantles fear and offers humanization. Like any other aspect of change. It requires nuturing not criticism. Stepping away from perception and into perspective will allow individuals creativity to be understood and translate to efficiency.

Las experiencias son distintas en cada momento y cada persona la gestiona de manera particular. Las experiencias de éxito deben ser motivo de alegría y tienen que ser compartidas para el resto del equipo las pueda implementar y mejorar. Pero las experiencias desastrosas deben ser las que nos ense?en a todos qué camino no hay que tomar. Por ello, se hace totalmente necesario que los miembros que hayan sufrido tales eventos los compartan con los demás para ayudar a que no se comentan errores parecidos. Esto sólo podrá ser posible en un entorno en el que todos los miembros se sientan totalmente seguros de que no van a ser castigados ni criticados a sus espaldas. No debe existir competitividad a costa de los fallos de los demás.