PSYCHOLOGICAL SAFETY

Psychological Safety

This is an individual's perception of the consequences of taking an interpersonal risk in a particular work environment. It is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes. A team with high psychological safety is one in which all members feel comfortable expressing themselves and are willing to take risks. This can lead to better decision making, creativity, and productivity.

Psychological safety in olden times

Psychological safety is a relatively modern concept, so it may not have been as widely recognized or discussed in "olden times" as it is today. However, the concept of creating a safe and supportive work environment has likely been important throughout history.

In the past, many workplaces were characterized by rigid hierarchies and strict rules, which may have made it difficult for employees to speak up or share their ideas. In some cases, employees may have been punished or even fired for questioning authority or making mistakes.

However, even in the past, there have been examples of organizations and leaders who have recognized the value of creating a safe and supportive work environment. For example, in the early 20th century, Frederick Winslow Taylor, an American industrial engineer, was an advocate for "scientific management" which emphasized a fair relationship between management and workers and aimed to improve productivity and working conditions. Similarly, in the 1940s and 1950s, W. Edwards Deming, an American statistician, proposed a management approach that emphasized employee involvement and continuous improvement, which helped to create a more cooperative and supportive work environment.

Overall, while psychological safety may not have been a widely recognized concept in the past, the idea of creating a safe and supportive work environment has likely been important throughout history.

Psychological safety for a digital workforce

Psychological safety is important for the digital workforce, as it allows individuals to feel comfortable sharing their ideas and perspectives, even in an online environment. This can be challenging due to the lack of face-to-face interaction and the potential for misinterpretation of messages. To foster psychological safety in a digital workforce, organizations can encourage open communication, provide training on virtual collaboration and communication, and establish clear guidelines and expectations for online interactions. Additionally, managers should actively listen to and address concerns raised by digital team members and create opportunities for informal virtual interactions to build camaraderie.

Ways of boosting psychological safety in digital Workspaces

Here are a few ways to boost psychological safety in a digital workspace:

1. Encourage open communication: Create a culture where team members feel comfortable sharing their thoughts, ideas, and concerns. Encourage the use of virtual communication tools such as instant messaging and video conferencing to facilitate real-time conversations.
2. Promote active listening: Managers should actively listen to team members and address their concerns. This can be done by regularly checking in with team members, and providing feedback and support.
3. Establish clear guidelines and expectations: Clearly communicate the expectations for online interactions, including appropriate behavior and communication styles.
4. Provide training and resources: Offer training on virtual collaboration, communication, and time management to help team members develop the skills they need to thrive in a digital environment.
5. Create opportunities for informal virtual interactions: Organize virtual team-building activities, such as virtual happy hours, to help build camaraderie among team members.
6. Encourage experimentation and learning: Create a culture that encourages experimentation and learning. Encourage team members to take risks and learn from their mistakes.
7. Recognize and reward good work: Recognize and reward team members for their contributions to the team. This helps to foster a sense of belonging and engagement.

Impact of psychological safety on employee productivity

Psychological safety has been shown to have a positive impact on employee productivity. When employees feel safe to speak up and share their ideas, they are more likely to take initiative, collaborate effectively, and come up with creative solutions to problems. Additionally, when employees feel safe to ask questions and make mistakes, they are more likely to learn and grow, which can lead to improved performance over time.

In organizations with high psychological safety, employees are more likely to feel engaged, motivated, and satisfied with their work. This can lead to increased productivity, as employees are more likely to go above and beyond in their roles.

On the other hand, in organizations with low psychological safety, employees may be more likely to disengage, avoid taking risks and be less productive. They may also be more likely to experience stress and burnout, which can negatively impact their performance and overall well-being.

Overall, fostering a culture of psychological safety can lead to improved employee productivity, job satisfaction, and overall performance.

Conclusion

Creating a culture of psychological safety is crucial for digital and non-digital workforces alike. It can be challenging to foster psychological safety in a digital workspace, but organizations can encourage open communication, provide training on virtual collaboration and communication, and establish clear guidelines and expectations for online interactions.

As seen in the prior sections, fostering a culture of psychological safety can have a positive impact on employee productivity, job satisfaction, and overall performance. It can also help to reduce absenteeism and turnover rates and improve employee well-being and mental health. Although it requires effort and commitment from both management and employees, the benefits can be significant in the long run.