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How can you create psychological safety during organizational change?

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Organizational change can be challenging, stressful, and uncertain for many employees. It can also trigger fear, anxiety, and resistance, especially if they feel threatened, excluded, or ignored by the change process. That's why creating psychological safety during organizational change is crucial for leaders and managers who want to foster a positive and productive work environment. Psychological safety is the belief that one can speak up, share ideas, ask questions, and make mistakes without being punished, ridiculed, or rejected. It enables employees to feel valued, respected, and supported by their colleagues and leaders, and to contribute to the change goals with confidence and creativity. In this article, we will explore how you can create psychological safety during organizational change using four practical strategies.

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Kathrin Schrepfer

Change Management Professional | Trainer | Business Coach | ???? & ???? ?? Gemeinsam bauen wir DEINE FührungsKRAFT und…
Susanne Coers

zert. Expertin für Resilienz & Stressmanagement ?? Ich mache Menschen im Business stark! | Teamresilienz |…
Tim Noble

President & Transformation Leadership Recruiter: Lean - Six Sigma - Industry 4.0 - Operations - Supply Chain -…

1 Build trust and transparency

One of the key factors that influence psychological safety is trust. Trust is the foundation of any healthy and productive relationship, and it is especially important during times of change. Employees need to trust that their leaders and managers are honest, competent, and reliable, and that they have their best interests at heart. To build trust and transparency, you should communicate clearly and frequently about the change vision, purpose, and progress. You should also explain the rationale behind the change decisions, and how they affect the employees and the organization. You should also solicit feedback and input from your employees, and acknowledge their concerns and emotions. By being open, consistent, and responsive, you can show your employees that you value their opinions, perspectives, and contributions, and that you are willing to listen and learn from them.

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Susanne Coers

zert. Expertin für Resilienz & Stressmanagement ?? Ich mache Menschen im Business stark! | Teamresilienz | organisationale Resilienz | Coaching | Stressmanagement | Mental Health | Emotionsregulation | ZPP-Konzepte
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Psychologische Sicherheit in einem Team bedeutet, dass Mitglieder sich frei fühlen, ihre Meinungen ohne Furcht vor negativen Konsequenzen zu ?u?ern. In einem psychologisch sicheren Team herrscht Offenheit, Vertrauen, Respekt, Fehlerakzeptanz und Kollaboration. Diese Merkmale f?rdern eine Umgebung, in der Teammitglieder innovativer, produktiver und besser in der Lage sind, mit Herausforderungen umzugehen. Führungskr?fte spielen eine Schlüsselrolle bei der Schaffung dieser sicheren Umgebung. Psychologische Sicherheit spielt au?erdem eine wichtige Rolle für die Resilienz der Mitarbeiter*innen. Gleichzeitig st?rkt sie den Zusammenhalt von Teams. Das alles tr?gt bei zur organisationalen Resilienz und macht Unternehmen erfolgreich.

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Kathrin Schrepfer

Change Management Professional | Trainer | Business Coach | ???? & ???? ?? Gemeinsam bauen wir DEINE FührungsKRAFT und Ver?nderungsKOMPETENZ aus | Digital Transformation | Leadership | CultureChange
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Neben den Fakten und Informationen zum Ver?nderungprogram ist entscheidend, dass ein konkreter Bezug zur Zielgruppe hergestellt wird. Wenn wir herleiten k?nnen, was diese Ver?nderung für unsere Zuh?rer bedeuten kann, zeigen wir, dass uns unsere Zielgruppe wichtig ist, dass wir sie verstehen und ihre Perspektive einnehmen. Dadurch entsteht Vertrauen. Vertrauen darin, dass unsere Zielgruppe dem Change nicht allein gegenüber steht, dass jemand ihre Interessen im Blick hat und sie beraten kann. Gerade als Führungskraft haben wir oft Zugang zu übergeordneten Informationen und zusammenh?ngen, die wir unseren teams hier hilfreich zur Seite stellen k?nnen.

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2 Encourage learning and experimentation

Another factor that affects psychological safety is learning. Learning is the process of acquiring new knowledge, skills, and abilities, and applying them to achieve desired outcomes. Learning is essential for adapting to change and overcoming challenges. However, learning also involves taking risks, making mistakes, and facing failures, which can be scary and discouraging for many employees. To encourage learning and experimentation, you should create a culture of curiosity and growth, where employees are motivated to explore new ideas, try new approaches, and learn from their successes and failures. You should also provide them with the necessary resources, support, and guidance to help them learn and grow. You should also celebrate their efforts and achievements, and recognize their strengths and potential. By doing so, you can help your employees develop a growth mindset, where they see change as an opportunity to learn and improve, rather than a threat to their status and identity.

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Kathrin Schrepfer

Change Management Professional | Trainer | Business Coach | ???? & ???? ?? Gemeinsam bauen wir DEINE FührungsKRAFT und Ver?nderungsKOMPETENZ aus | Digital Transformation | Leadership | CultureChange
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Ich habe sehr gute Erfahrungen damit gemacht, für den Lernprozess einen sicheren Raum zu schaffen. Es braucht eine Testumgebung, eine Spielwiese, auf der man Neues probieren kann, ohne sich zu blamieren, ohne Gesicht zu verlieren. Und es braucht die M?glichkeit für Feedback, damit geplante Neuerungen bestm?glich angepasst werden k?nnen. Das schafft Akzeptanz und motiviert, sich mit den anstehenden Ver?nderungen auseinander zu setzen.

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3 Promote collaboration and inclusion

A third factor that influences psychological safety is collaboration. Collaboration is the act of working together with others to achieve a common goal. Collaboration is vital for implementing change and solving problems, as it leverages the diverse talents, experiences, and perspectives of the team members. However, collaboration also requires trust, respect, and communication, which can be challenging in a changing and uncertain environment. To promote collaboration and inclusion, you should foster a sense of belonging and community among your employees. You should also create opportunities for them to interact, cooperate, and co-create with each other, across functions, levels, and locations. You should also encourage them to share their ideas, opinions, and feedback, and to listen and learn from each other. You should also appreciate and value their differences, and leverage their diversity as a source of innovation and creativity. By doing so, you can help your employees feel connected, engaged, and empowered by the change process, and to leverage their collective intelligence and potential.

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Kathrin Schrepfer

Change Management Professional | Trainer | Business Coach | ???? & ???? ?? Gemeinsam bauen wir DEINE FührungsKRAFT und Ver?nderungsKOMPETENZ aus | Digital Transformation | Leadership | CultureChange
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Aus einer Gallup Studie von 2020 geht hervor, dass wir in Zeiten der Krisen und Ver?nderungen vor allem eines brauchen - Mitgefühl und Zusammenhalt! Niemand will allein vor der Herausforderung stehen. Gemeinsam sehen wir mehr Chancen und überbrücken Wissenslücken. Wir finden bei anderen Halt, wo es für uns schwierig wird und k?nnen anderen eine Hand reichen, wenn wir bereits einen Schritt weiter sind. das macht uns gemeinsam resilient. Deshalb ist es in Zeiten der ver?nderung enorm wichtig, Zusammenarbeit und gemeinsame L?sungsfindung zu f?rdern. Hier geht es nicht um den technisch effizientesten Weg, sondern um den menschlich effektivsten! ??

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Albert O.
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Create the proper feedback channel for this. Ensure that the "safety-valve" is in place for this channel. Collaborations also mean across functions that leading the change. Psychological safety is NOT a HR thing only, it is affected first and foremost by superiors and leaders in relative functions then rippled through the organizations.

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4 Model vulnerability and humility

A fourth factor that affects psychological safety is vulnerability. Vulnerability is the willingness to expose oneself to the possibility of harm, rejection, or criticism, by showing one's true feelings, thoughts, and actions. Vulnerability is often seen as a sign of weakness, but it is actually a sign of courage, authenticity, and humanity. Vulnerability is also a key ingredient for building trust, learning, and collaboration, as it creates a space for honesty, empathy, and feedback. To model vulnerability and humility, you should show your employees that you are human, and that you don't have all the answers, solutions, or skills. You should also admit your mistakes, failures, and limitations, and ask for help, advice, or support when you need it. You should also express your emotions, feelings, and doubts, and show compassion and care for yourself and others. By doing so, you can show your employees that you are not perfect, and that you are not afraid to be yourself, and to learn and grow from your experiences.

Creating psychological safety during organizational change is not easy, but it is possible and rewarding. By applying these four strategies, you can help your employees feel safe, valued, and supported by the change process, and to embrace it with enthusiasm and confidence. You can also create a more positive and productive work environment, where employees can thrive and perform at their best.

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Tim Noble

President & Transformation Leadership Recruiter: Lean - Six Sigma - Industry 4.0 - Operations - Supply Chain - Manufacturing - Private Equity ?? 678-585-9804 x101
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Leaders should promote open communication so that team members may express issues without worrying about the consequences. Rumors can be put to rest and worry can be reduced by being open about the causes of the change and its potential effects. Employee well-being is prioritized when there are clear avenues for input and when actions are taken in response to concerns. Individuals are further supported by training and materials that are designed to address the emotional components of transformation. Organizations can promote psychological safety by putting a strong emphasis on empathy, openness, and active support, ensuring that workers feel safe and supported despite the flux of change.

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Wilfried Reiter
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Ich gebe immer wieder folgenden 2 Gedanken in die Teams: 1. Fehler sind immer die beste Lernchance, weil sie uns zeigen, was wir verbessern k?nnen. Wenn wir aus unseren Fehlern lernen, k?nnen wir unsere F?higkeiten und unser Wissen erweitern. Fehler sind also keine Hindernisse, sondern M?glichkeiten, zu wachsen und zu lernen. 2. Hilfreiche Fehler sind solche, die uns etwas Neues lehren oder uns auf eine bessere L?sung hinweisen. Sie sind Teil des Lernprozesses und helfen uns, unsere F?higkeiten zu verbessern. Wenn wir hilfreiche Fehler machen, sollten wir sie nicht als Misserfolge betrachten, sondern als Chancen, zu wachsen und zu lernen.

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How can you create psychological safety during organizational change?

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3

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5

1 Build trust and transparency

2 Encourage learning and experimentation

3 Promote collaboration and inclusion

4 Model vulnerability and humility

5 Here’s what else to consider

Change Management

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How can you create psychological safety during organizational change?

1

2

3

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5

1 Build trust and transparency

2 Encourage learning and experimentation

3 Promote collaboration and inclusion

4 Model vulnerability and humility

5 Here’s what else to consider

Change Management

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