Lecture Notes: Professor Amy Edmondson on Psychological Safety

Introduction

Welcoming remarks and acknowledgment of the audience.
Professor Amy Edmondson’s background: married to a physician, scientist, and medical school dean.
Discusses her journey in research, which began with an interest in learning organizations.

Initial research on medication errors led to the discovery of psychological safety.
Administered Team Diagnostic Survey during a study on patient safety.
Surprising finding: better teams made more mistakes, leading to the realization that they were more willing to discuss errors.
Follow-up study in manufacturing confirmed that psychological safety varied significantly across teams.

Definition: Belief that the workplace is safe for speaking up with ideas, concerns, questions, and mistakes.
Key Insight: People often prioritize self-protection over learning due to interpersonal risks.
Interpersonal risks vary based on the nature of work: routine operations, complex operations, and innovation operations.

Implies a workplace where individuals can express concerns without fear of negative consequences.
Example: Columbia shuttle disaster due to a lack of communication about concerns.
Status differences in organizations can inhibit open communication.
Study of NICUs revealed that inclusive leadership improved psychological safety and patient outcomes.

It is not about being nice or a guarantee that all ideas will be accepted.
It is about creating a culture that values candor and encourages constructive conflict.
The goal is excellence, especially in complex environments.

Examples of failure in organizations: Volkswagen and Wells Fargo.
Both cases show how fear and pressure to perform can lead to unethical behavior and poor outcomes.
Emphasizes that fear limits creativity and learning.

Psychological safety is not uniform; it varies by department and team.
Leaders play a crucial role in shaping the climate and culture of psychological safety.
Google’s research on teams highlighted the significance of psychological safety in team performance.

Frame the Work:
- Recognize that all work is not alike; adjust your communication to the context of the work.
- Reiterate the necessity of failure in innovation.
Invite Engagement:
- Actively seek input from team members.
- Use good questions to encourage diverse perspectives.
Respond Productively:
- Appreciate those who speak up and provide constructive feedback.
- Encourage a culture where bad news is valued as essential for progress.

Leadership that fosters psychological safety is vital for organizational success.
It involves humility, curiosity, and empathy.
Encourages a supportive environment for learning and growth.