Let's talk about psychological safety at work?

[olivia25]

Many managers still believe in the power of fear to motivate. They assume that people who are afraid will work hard to avoid unpleasant consequences and good things will happen. This may make sense if the job is straightforward and the worker rarely encounters problems or has any ideas for improvement. However, for jobs that require knowledge or collaboration to be successful, fear is not an effective motivator and neuroscience has shown that it inhibits learning and collaboration.

Instead, how psychologically safe a person feels shapes the willingness to engage in learning behaviors, such as sharing knowledge, asking for help, or experimenting.

But be careful, sharing knowledge also means sharing concerns, questions, mistakes and poorly formulated ideas. Do you know why? Because it is in a psychologically safe workplace that effective teamwork will work best.

Adults think and sometimes repeat: Don't want to seem ignorant? Don't ask questions. Don't want to seem incompetent? Don't admit mistakes. Don't want to seem unpleasant? Don't make suggestions. And gambling data morocco they cross their arms. This may even keep them safe in personal terms, but such behaviors can put the organization at risk.

Here we come to the issue of vulnerability in the job market. This is a trend that has been gaining ground for some time now and we cannot ignore it. The issue of vulnerability goes against this backward thinking of adults, the idea of ​​perfection, making people more confident and tolerant of mistakes, creating a much safer psychological environment.

And to avoid risks, psychological safety is a crucial source of value creation in organizations. And don’t think that this refers to a state of high self-esteem. The issue is about employees not being held back by interpersonal fear.

And what is interpersonal risk? It’s exactly what we all want to avoid. No one wakes up in the morning excited to go to work and appear ignorant, incompetent, or unpleasant. We want to appear intelligent and capable. And if you want to nurture individual and collective talent, you need to foster a psychologically safe environment where people feel empowered to contribute ideas, information, and report errors.

Even in a company with a strong corporate culture, there can be pockets of high and low psychological safety , and these differences in workplace climates shape behavior in subtle but powerful ways, as different groups have different interpersonal experiences. In some, it may be easy to speak up and bring your heart and soul to work. In others, speaking up may be seen as a last resort.

Psychological safety is shaped by the leader and the emotions he or she expresses , the way he or she perceives the world, and how he or she acts with others and behaves. This means that there is an unconscious dimension that emerges in human relationships, a world that goes beyond personal characteristics and abilities and that connects with the outside world through a way of being, a way of thinking, a way of doing.

Human beings are made up of emotions and feelings, and leadership processes are built on the relationship between leader and led and are invariably subject to failure, because human beings are lacking, incomplete, and the completeness of a team generally lies in the possibility of mistakes.