Psychological Security in the Workplace - "The Fearless Organisation" by Amy C. Edmondson

I am reading the book "The Fearless Organisation" by Amy C. Edmondson, of Harvard Business School.

A lot of her points really hit home for me.  I have been privileged  to  inhabit several work environments that have very open to feedback and willing to hear divergent opinions and ideas.  We enjoyed healthy disagreement,  that helped us make positive changes at work.  

As I have progressed through my career, I've been rewarded with increasing responsibility and with it a broader influence, and the opportunity to experience different environments with differing degrees of psychological safety.  

In the unhealthy environments, I have observed pockets of subversive behaviour, dishonesty,  fear and a general malaise in the team atmosphere.  Much of this is predicated on those who turn small mistakes into catastrophe by spreading exaggerated and false statements about potential risks, blaming and shaming or creating cliques.  There are also those who lead with subversion, blindside colleagues with alternative agendas, and lob unsubstantiated arguments and accusations into our midst all with the intention of creating confusion and chaos.  

Sounds "Trumpian" doesn't it?  

Intellectually it's quite interesting and fascinating to see this.  However experiencing this is really quite disappointing and disheartening.  This kind of behaviour definitely, slows productivity and growth.

Here is a clip to Edmundson talking about the fearless organisation:

 Edmondson, who has spent her life studying psychological safety in the workplace points to many factors at play that create unsafe environments to work in:

1. Leadership that only welcomes good news
2. Falling for an "illusion of success" / setting impossible goals or standards
3. Failing to speak up - dangerous silence
4. Excessive confidence in authority
5. Dismissing Warnings
6. Going Along to Get Along
7. Promoted and Protected

Challenges to moving toward a truly fearless organisation include our natural tendency to avoid "losing face".  Lets "face" it no one likes to be humiliated, and many people are afraid to be wrong. But what is wrong with taking a risk and putting ideas out there?  NOTHING. 

Some of the examples and recommendations that made sense to me is:

1. Candid feedback is not a "gotcha" . I definitely work in a "gotcha" environment right now.
2. Criticism needs to be constructive - not destructive 
3. Asking questions when you disagree --> this is really a helpful segue into conversation.  It will generally work with reasonable thinking people.  Some people who contribute to psychologically unsafe workplaces are unaware of their negative impacts.
1. good questions generate curiosity
2. stimulate reflection and reflective conversation
3. highlight assumptions and biases
4. invite problem solving and collaboration

I am going to try and pay attention to these principles, continue what I do well, and work on those I am not strong at.  I'd highly recommend reading this book - it's relevant to everyone and applicable to a wide array of work environments; I think you could even employ some of this outside of work.