Psychological Safety Deep Dive

Psychological safety has become a buzz phrase.? But what does it really mean, and HOW do we create it? I recently interviewed Sam Harvey , a team and executive coach, former competitive sprinter, self-proclaimed nerd, and certificate collector. He's the founder of Braver Leaders - Team and Leadership Performance

In this article we discuss:

• What is Psychological Safety and its Misconceptions
• Psychological Safety in the Workplace
• Leadership and Psychological Safety
• Measuring Psychological Safety
• Creating Awareness and Practicing Conflict
• The Future of Workplace Dynamics

Continue reading or Watch the full interview here.

What is Psychological Safety and its Misconceptions

Psychological safety is often mistaken for a cozy, always-friendly environment. However, it is more accurately described as "conflict readiness." It's about candor rather than coziness. In a psychologically safe environment, individuals feel comfortable bringing up tough issues, knowing they can disagree and still be respected and valued.

Psychological safety starts with trust, which is built through vulnerability. Trust doesn’t come first; rather, vulnerability leads to trust. This is contrary to the belief that one must trust someone before being vulnerable. True trust is developed when people take risks to be vulnerable and are met with understanding and support.

The primary misconception is that psychological safety means everyone is always agreeable and comfortable. In reality, it’s about creating an environment where tough conversations can happen, and disagreements are addressed constructively. It's not about avoiding conflict but managing it in a way that everyone feels heard and respected.

Importance of Psychological Safety

For those questioning the importance of psychological safety in the workplace, it’s essential to look at the tangible benefits. Teams that embrace psychological safety are more productive and profitable. According to research, these teams grow three times faster and are 20% more profitable on average. When leaders are hesitant to embrace this concept, connecting it to financial outcomes can be persuasive.

Psychological safety is crucial for attracting, retaining, and engaging top talent. When employees feel safe, they are more likely to be committed to the organization, show up ready to work, and contribute their best efforts. Avoiding difficult conversations or addressing issues indirectly creates an environment where employees feel disconnected and reluctant to engage fully.

Psychological Safety in the Workplace

Creating psychological safety in the workplace means promoting an environment where team members feel comfortable bringing up issues and discussing their feelings. It's about understanding and respecting different communication styles and working through conflicts constructively. This approach not only resolves immediate issues but also builds stronger, more resilient teams.

Embracing and addressing emotions in the workplace is crucial for creating a supportive and productive environment. By sharing our stories and encouraging open communication, we can build deeper connections and more effective teams.

When team members feel they can voice their opinions and concerns without fear of retribution, they are more likely to buy into the collective decisions, even if they don't get their way. The concept of “agree to disagree” can sometimes lead to unresolved tensions. Instead, staying in the tension and working through disagreements can lead to better outcomes and deeper understanding.

Leadership and Psychological Safety

Leaders play a crucial role in promoting psychological safety. They must create an environment where people feel safe to voice their opinions and disagreements. This involves holding space for conflict, encouraging candid discussions, and ensuring everyone feels heard. It's about maintaining the relationship as paramount, even during disagreements.

Measuring Psychological Safety

To gauge the level of psychological safety in an organization, leaders can monitor specific metrics such as attrition and absenteeism. High rates of absenteeism often indicate underlying issues with psychological safety. If employees are frequently calling in sick, it could be a sign that they are experiencing stress or dissatisfaction at work. Similarly, high attrition rates can signal a lack of engagement and commitment, often stemming from a psychologically unsafe environment.

Creating Awareness and Practicing Conflict

Building awareness of each other's lives and skills is essential. Knowing your teammates as people, understanding their backgrounds, and creating personal bonds strengthening a sense of camaraderie. This awareness can lead to a willingness to “go to battle” together in the business context, tackling challenges and conflicts head-on.

Practicing conflict is also vital. Teams should engage in exercises that encourage healthy debate and disagreement. Using techniques like active listening and reflective questioning can help ensure that everyone’s perspectives are considered. The goal is to hold the relationship as more important than being right, promoting an environment where people feel safe to disagree and work through conflicts constructively.

Benefits of Practicing Conflict

One of the key benefits of practicing conflict is that it promotes a culture of open communication. When team members know that they can voice their concerns and disagreements without fear of retribution, they are more likely to contribute honestly and constructively. This openness leads to better decision-making and innovation because all perspectives are considered, and the best ideas can emerge.

Another benefit is that it reduces the likelihood of misunderstandings and resentment. Often, conflicts arise or escalate because of miscommunication or unspoken expectations. By regularly practicing conflict resolution, team members develop a shared language and framework for discussing issues, which helps to clarify misunderstandings and address concerns before they become larger problems.

Moreover, it builds trust within the team. When people see that their leaders and peers are willing to engage in difficult conversations and work through disagreements respectfully, it creates a sense of psychological safety. This trust is foundational for a high-performing team because it encourages risk-taking and creativity.

Practical Tools and Tips for Practicing Conflict

1. Emotional Check-Ins- Start meetings with a brief emotional check-in. Ask team members to share how they are feeling in one word. This practice helps normalize discussing emotions and can highlight if someone is struggling, allowing for early intervention.
2. Active Listening Training- Conduct training sessions focused on active listening. Teach team members to listen without interrupting, to paraphrase what they've heard, and to ask clarifying questions. This encourages better understanding and empathy.
3. Role-Playing Exercises- Use role-playing to simulate common workplace conflicts. This helps team members practice their responses and see conflicts from different perspectives. It's a safe space to try out new strategies and learn from mistakes.
4. Conflict Resolution Frameworks- Introduce and regularly use conflict resolution frameworks such as the Thomas-Kilmann Conflict Mode Instrument, which helps individuals understand their own and others' preferred conflict-handling styles.
5. Regular One-on-One Meetings- Schedule regular one-on-one meetings with team members to discuss not just work progress but also any interpersonal issues or frustrations. This proactive approach can prevent conflicts from escalating.
6. Team Norms and Agreements- Develop team norms or agreements around conflict resolution. This could include commitments to address conflicts directly and respectfully, to assume positive intent, and to prioritize resolution over winning an argument.
7. Anonymous Feedback Mechanisms- Implement a system for anonymous feedback where team members can express concerns without fear of retribution. This can surface issues that might not be raised otherwise and provides a starting point for resolution.
8. Mindfulness and Stress Reduction Techniques- Encourage practices such as mindfulness, meditation, or deep breathing exercises. These techniques help individuals manage stress and remain calm during conflicts.

Implementing the Feelings-Needs-Requests Framework

1. Feelings- Take time to identify your emotions accurately. Instead of general terms like “bad” or “upset,” use specific words like “frustrated,” “overwhelmed,” or “disrespected.” This precision helps in understanding the root cause of the emotion.
2. Needs- Reflect on what unmet needs are causing these feelings. It might be a need for respect, understanding, support, or clarity. Understanding this helps in formulating a clear request
3. Requests- Frame your request positively and specifically. Instead of saying, “Stop ignoring my emails,” say, “Could you please respond to my emails within 24 hours?” This makes it clear what change you are asking for.

Putting it All Together: A Case Example

Let’s apply this framework in a hypothetical scenario:

Situation: You feel frustrated because a team member frequently interrupts you in meetings, which you perceive as disrespectful and undermining your contributions.

Feelings:

• "I feel frustrated and disrespected when I’m interrupted during meetings."

Needs:

• "I need to feel that my contributions are valued and that I’m given the opportunity to express my ideas fully."

Requests:

• "Could you please allow me to finish my points before responding during our meetings?"

Practicing with Feedback

After addressing the conflict using the framework, ask for feedback:

• "How did you feel about our conversation?"
• "Is there anything we can do differently next time to make our discussions more productive?"

This feedback loop ensures continuous improvement and helps build a culture of open communication and mutual respect.

The SCARF Model

The SCARF model, developed by David Rock, provides a useful framework for creating a psychologically safe environment. The model focuses on five domains that influence human behavior in social situations: Status, Certainty, Autonomy, Relatedness, and Fairness. By addressing these domains, leaders can promote a more positive and productive workplace.

1. Status: Recognize and value each team member’s contributions.
2. Certainty: Provide clear and transparent communication about company goals and individual roles.
3. Autonomy: Give employees control over their work and decisions.
4. Relatedness: Encourage a sense of belonging and team cohesion.
5. Fairness: Ensure transparent and just processes within the organization

Braver Leaders in Action

Sam’s team at Braver Leaders, specialize in helping organizations build psychologically safe environments. Here’s how they typically engage with organizations:

1. Assessment and Diagnosis: They begin by assessing the current state of psychological safety through surveys, interviews, and focus groups. This helps us identify specific areas of concern.
2. Customized Training Programs: Based on the assessment, they develop tailored training programs focusing on leadership development, communication skills, and conflict resolution.
3. Workshops and Seminars: They conduct interactive workshops and seminars to educate employees and leaders about the importance of psychological safety and practical strategies to enhance it.
4. Ongoing Support: They provide ongoing support through coaching and consultancy to ensure that the principles of psychological safety are embedded into the organization’s culture.

The Coaching and Training Process at Braver Leaders

At Braver Leaders, their approach combines both coaching and training to ensure teams and leaders can build and maintain psychological safety within their organizations. Here’s a detailed look at their process, encapsulated in the acronym BRAVER:

1. Build Trust and Awareness: Establishing trust and raising awareness about psychological safety's importance.
2. Rupture and Repair: Address conflict management, teaching teams how to handle and resolve conflicts constructively.
3. Align Purpose and Identity: Help teams and organizations align their purpose and identity, ensuring everyone is on the same page.
4. Values and Ways of Working: Define and reinforce the core values and optimal ways of working within the team.
5. Elevate with High Performing Habits:? Focus on promoting high-performing habits,highlighting consistent behaviors over just setting goals.
6. Real Accountability: Instill a culture of accountability where team members hold themselves and each other responsible for their commitments.

The Future of Workplace Dynamics

The role of AI in the workplace will likely amplify the need for human connection and authenticity. As AI takes over routine tasks, the importance of showing up as one's authentic self and promoting genuine connections will become even more critical. Organizations that succeed will be those that embrace this shift and cultivate environments where employees can bring their whole selves to work.

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Find out more about Sam Harvey

As always, I’d love to hear your thoughts so we can learn and grow together,?

Reach out on Linked In any time, Charlotte Stebbing-Mills