Post by Admin on Nov 21, 2015 6:12:22 GMT
Psychological safety
From Wikipedia, the free encyclopedia
en.wikipedia.org/wiki/Psychological_safety
Psychological safety is a shared belief that the team is safe for interpersonal risk taking. In psychologically safe teams, team members feel accepted and respected. It is also the most studied enabling condition in group dynamics and team learning research.
When team members are motivated at work and want to share an idea for improving performance, they frequently do not speak up because they fear that they will be harshly judged. When psychological safety is present, team members think less about the potential negative consequences of expressing a new or different idea than they would otherwise. As a result, they speak up more when they feel psychologically safe and are motivated to improve their team or company.
Psychological safety is often confused with other concepts such as trust and psychological mindfulness. The primary differences between psychological safety and trust are that psychological safety focuses on a belief about a group norm, but trust focuses on a belief that one person has about another. Also, psychological safety is defined by how group members think they are viewed by others in the group, but trust is defined by how one views another.
Mindfulness is also different from psychological safety in that mindfulness is about being aware of one's surroundings but psychological safety is focused on being respected in a group.
Moreover, the most studied result of psychological safety, team learning, is defined as a group adjusting to its surrounding through outwardly sharing observations about their environment. However, mindfulness is an individual becoming internally enlightened about his/ her environment.
Consequences
Psychological safety benefits organizations and teams in many different ways. The following are the most widely empirically supported consequences of a team being psychologically safe:
- Improves likelihood that an attempted process innovation will be successful
- Increases amount members learn from mistakes
- Boosts employee engagement
- Improves team innovation
Causes:
Leaders as well as some aspects of the team can increase team members’ psychological safety.
Two aspects of leadership have been shown to be particularly instrumental in creating a psychological safe team. They are leaders using:
1. Participatory management
2. Inclusive management
There are also two aspects of a team that help improve its psychological safety. They are:
1. A clear team structure where members understand their role on the team
2. Strong relationships between cohesive team members
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Participatory management
From Wikipedia, the free encyclopedia
en.wikipedia.org/wiki/Participatory_management
Participatory management is the practice of empowering employees to participate in organizational decision making. This practice grew out of the human relations movement in the 1920s, and is based on some of the principles discovered by scholars doing research in management and organization studies, such as the Hawthorne Effect.
While senior managers still retain final decision-making authority when participatory management is practiced, employees are encouraged to voice their opinions about their working conditions in a safe environment, protected from the potential defensiveness of middle managers who they might criticize.
In the 1990s, participatory management was revived in a different form through advocacy of organizational learning practices, particularly by clients and students of Peter Senge.
There is some criticism of participatory management (see Heckscher, below), particularly because it is difficult to combine this practice with a more financially oriented approach to restructuring that may require downsizing.
From Wikipedia, the free encyclopedia
en.wikipedia.org/wiki/Psychological_safety
Psychological safety is a shared belief that the team is safe for interpersonal risk taking. In psychologically safe teams, team members feel accepted and respected. It is also the most studied enabling condition in group dynamics and team learning research.
When team members are motivated at work and want to share an idea for improving performance, they frequently do not speak up because they fear that they will be harshly judged. When psychological safety is present, team members think less about the potential negative consequences of expressing a new or different idea than they would otherwise. As a result, they speak up more when they feel psychologically safe and are motivated to improve their team or company.
Psychological safety is often confused with other concepts such as trust and psychological mindfulness. The primary differences between psychological safety and trust are that psychological safety focuses on a belief about a group norm, but trust focuses on a belief that one person has about another. Also, psychological safety is defined by how group members think they are viewed by others in the group, but trust is defined by how one views another.
Mindfulness is also different from psychological safety in that mindfulness is about being aware of one's surroundings but psychological safety is focused on being respected in a group.
Moreover, the most studied result of psychological safety, team learning, is defined as a group adjusting to its surrounding through outwardly sharing observations about their environment. However, mindfulness is an individual becoming internally enlightened about his/ her environment.
Consequences
Psychological safety benefits organizations and teams in many different ways. The following are the most widely empirically supported consequences of a team being psychologically safe:
- Improves likelihood that an attempted process innovation will be successful
- Increases amount members learn from mistakes
- Boosts employee engagement
- Improves team innovation
Causes:
Leaders as well as some aspects of the team can increase team members’ psychological safety.
Two aspects of leadership have been shown to be particularly instrumental in creating a psychological safe team. They are leaders using:
1. Participatory management
2. Inclusive management
There are also two aspects of a team that help improve its psychological safety. They are:
1. A clear team structure where members understand their role on the team
2. Strong relationships between cohesive team members
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Participatory management
From Wikipedia, the free encyclopedia
en.wikipedia.org/wiki/Participatory_management
Participatory management is the practice of empowering employees to participate in organizational decision making. This practice grew out of the human relations movement in the 1920s, and is based on some of the principles discovered by scholars doing research in management and organization studies, such as the Hawthorne Effect.
While senior managers still retain final decision-making authority when participatory management is practiced, employees are encouraged to voice their opinions about their working conditions in a safe environment, protected from the potential defensiveness of middle managers who they might criticize.
In the 1990s, participatory management was revived in a different form through advocacy of organizational learning practices, particularly by clients and students of Peter Senge.
There is some criticism of participatory management (see Heckscher, below), particularly because it is difficult to combine this practice with a more financially oriented approach to restructuring that may require downsizing.