Is it possible to have psychological safety when jobs are at risk?

This article is a summary of the great discussion in This Post

Summarised with the help of ChatGPT. From contributions up to Friday 26 April

The overall consensus is ‘It depends’.

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While job insecurity naturally challenges psychological safety, it can coexist if managed thoughtfully and sensitively, focusing on transparency, trust, and empowerment.

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The key themes from the discussion include:

1.???? Individual Variability: Psychological safety can be influenced by individual responses to stress and adversity. Some may thrive under pressure, while others may struggle, underscoring the need to tailor approaches to individual needs within an organization.

2.???? Leadership and Communication: Consistent and authentic communication from leaders is crucial, especially during times of uncertainty. Leaders should avoid creating surprises through sudden changes, as consistent signaling can help mitigate the stress of uncertainty and maintain trust.

3.???? Organizational Trust and Fairness: Establishing trust that the organization treats everyone fairly, whether they are staying or leaving, can bolster psychological safety. This requires transparency and integrity in handling layoffs and changes, emphasizing the importance of how changes are implemented rather than just what changes occur.

4.???? Role of Marketing and Visibility: Even in downturns, maintaining visibility through marketing can build trust and long-term loyalty. This suggests that organizations should consider sustaining efforts that foster long-term relationships rather than solely focusing on immediate cost-cutting.

5.???? SCARED Model and Personal Agency: Tools like the SCARED model, which help individuals manage their personal change experiences, can empower employees to contribute to their own solutions. This approach can enhance psychological safety by making individuals feel more in control of their circumstances.

6.???? Cultural and Contextual Factors: Psychological safety is not universally defined but is influenced by cultural, generational, and industry-specific factors. Recognizing and respecting these differences is essential for creating an environment where all employees can feel safe.

7.???? Trust vs. Safety: The relationship between trust and psychological safety is complex. Trust can lead to a sense of safety, but this is not always the case. Sometimes, seeking security outside the organization or deciding to leave can be a way for individuals to manage their own psychological safety.

8.???? Empowerment through Internal Resources: When external job security is uncertain, focusing on internal strengths and strategies to fulfill one's needs for safety and security can be empowering. This approach encourages resilience and adaptability in facing life's challenges.

ACTIONABLE INSIGHTS

• Enhance Leadership Communication: Train leaders to communicate effectively, especially in times of change, to reduce uncertainty and maintain trust.
• Develop Individualized Support Systems: Implement systems that recognize and support individual differences within the workforce, adjusting strategies to meet diverse needs.
• Maintain Marketing and Visibility: Keep marketing efforts alive even during tough economic times to reinforce brand trust and loyalty.
• Promote Fairness in Organizational Changes: Ensure that all changes, especially layoffs, are handled with fairness and transparency, to maintain trust among remaining employees.
• Encourage Personal Agency in Employees: Equip employees with tools and strategies to manage personal change, thereby enhancing their sense of control and contribution to their own psychological safety.

These can foster an environment of psychological safety even when job security is not guaranteed.