In the dynamic world of project management, success hinges not only on technical prowess but also on the psychological safety within the team. This concept, popularized by Google’s Project Aristotle, has far-reaching implications for project outcomes.
Although that psychological safety is not a brand-new term, as it has been around since 1844 by Soren Kierkegaard who recognized that creativity could be both generative and destructive, leading to anxiety; thus, this insight highlights the importance of allowing creative expression without fear of negative consequences. This concept has been developing across the year until 2014, when the world leading technology company Google decided to initiate Project Aristotle where a study of 180 teams over three years took a place; since then, psychological safety emerged as the defining characteristic of high-performing teams.
What is Psychological Safety?
Psychological safety is the bedrock of high-performing teams. It’s the unwavering belief that team members won’t face ridicule or punishment for expressing their thoughts, concerns, or even making mistakes. In a project environment, it’s the fertile ground where trust, open communication, and collaboration flourish.
Why is Psychological Safety Crucial?
- Innovation and Creativity
Teams that feel safe to share ideas without fear of judgment are more likely to experiment, take risks, and innovate. Google’s research showed that psychologically safe teams generated 10 times more patents than others.
- Reduced Turnover
When team members feel safe, turnover rates decrease. This translates to cost savings in recruitment and training.
- Job Satisfaction
Psychological safety contributes to a positive company culture, leading to higher job satisfaction.
7 Practical steps to promote Psychological Safety
- Lead by Example
As a project leader, model vulnerability with professional boundaries. Share personal experiences and challenges openly. Encourage team members to do the same.
- Establish Clear Expectations
Define team norms and expectations regarding communication, feedback, and risk-taking. Clarify consequences for violating these norms.
- Encourage Open Communication
Create channels for team members to express ideas, concerns, and dissent. Foster an environment where diverse viewpoints are valued.
- Acknowledge and Reward Contributions
Celebrate both small and significant contributions. Recognize efforts publicly to reinforce a sense of belonging.
- Address Incidents Swiftly
When conflicts or incidents occur, address them promptly. Show that mistakes are opportunities for growth, not blame.
- Foster Trust
Build trust through consistent actions, transparency, and empathy. Trust enables team members to take calculated risks.
- Encourage Feedback Loops
Regularly seek feedback from team members. Use it to improve processes and team dynamics.
The ability of creating Psychological Safety within a team is not a talent, it is a skill that comes with practice, also trial and error. It is easy to adopt this skill within your daily activities, and success will flood from the innovative which is built with trust and safe environment.
Saving Changes...
Rafiq, Its an amazing sum up on psychological safety. More and more organisation are focusing on it and more project management practitioners needs to be aware of it. I concur on Rami that you should publish it as full length article :)
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1 reply by Rafik Johnie
Mar 18, 2024 7:56 AM
Rafik Johnie
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Thank you very much, Chitranshu!
I will definitely work on publishing this ☺️
For folks who are interested in learning more about psychological safety and networking with other practitioners who value this critical aspect of high performing teams, I'd highly encourage you to check out Tom Geraghty's PS community: https://psychsafety.co.uk/
It truly is the underpinning (as Google's Project Aristotle reported) to nearly all other enablers of high team performance.
Rafiq, Its an amazing sum up on psychological safety. More and more organisation are focusing on it and more project management practitioners needs to be aware of it. I concur on Rami that you should publish it as full length article :)
Thank you very much, Chitranshu!
I will definitely work on publishing this ☺️ Saving Changes...
I always feel there is no end to learning in the project management realm. In projects, we work together with people. Therefore, knowledge of psychology is definitely something that is useful. Saving Changes...
William M Hayden JrAdjunct Assistant Professor| University at Buffalo, School of Management, Operations Management & StrategyBuffalo, Ny, United States
Re: "Psychological Safety in Project Management"
This is a part of the org's sociocultural mores.
It begins and ends with the behaviors of those in the C-Suite.
Not what they say or write, but what they do.
Q. Can such constraints be overcome?
A. Yes, in distant regional offices where the C-suite folks almost never land.
Cheers,
Bill Saving Changes...
Community Champion
