amy edmondson on the power of psychological safety in distributed workjoe's original dartmouth menu

To learn something or to feel a little better about the situation. Like someone comes to you and says, “My project is really delayed, right? It probably won’t be able to work, but we are going to really give it our all. It’s way beyond the sort of just pretty good. She helped them see it against the aspiration of, you know, as safe as it could possibly be rather than against the default, which is yeah, it looks pretty good to me. “We have to go out of our way to remind ourselves of that possibility and just be especially generous in our sense-making of what others write and do, while we develop new routines and habits in this new space.”At a time when our models of the world change by the hour, the learning capacity of teams is the difference between adaptation and paralysis. We stay safe. It's simply the nature of the beast.“ If your team has an audacious goal or is facing a lot of uncertainty, everyone knows, intellectually, that failures will happen and things won’t always go according to plan. It’s an instinct to divert blame, you know, it’s an instinct to agree with the boss.

On the other hand, it also gives us more space to be thoughtful about our communications than when we’re face-to-face. AMY EDMONDSON: Right, I love vicarious learning. “I love the phrase, ‘how can I help?’ It's so rare, and so powerful, and so profound,” says Edmondson. “It is through these activities that teams can detect changes in the environment, learn about customers' requirements, improve members' collective understanding of a situation, or discover unexpected consequences of their previous actions.” Her recent book, Learning sounds good, but it’s stressful. There is no way to get to magnificent unless we go through bad and inadequate and sappy and boring along the way.

The words she used to get people to admit things could be better. We’re supposed to do it. And soon this idea runs up against the reality of customers’ limited wallets.But rather than the executives getting the feedback from those, you know, boots on the ground. If you had asked me would psychological safety have been the big predictor of team performance at Google, I would’ve said, I don’t think so.Like I think all those folks are going to be pretty able to take care of themselves, right? Published on Of course, once you’ve made a customer relationship, it’s easier to leverage that relationship, sell that customer more products rather than, you know, the extra cost of building new relationships. But I do have to be respectful and appreciative of the fact that you're willing to say something.



“Perceptions of psychological safety,” wrote Edmondson in 1999, “like other such beliefs, should converge in a team, both because team members are subject to the same set of structural influences and because these perceptions develop out of salient shared experiences.”As with all of these techniques Edmondson suggests, a little candor goes a long way. Do I have to learn firsthand that this doesn’t work and have everybody see my failure? Was everything as safe as you would like it to be at? But emotionally, most people have a mindset that limits their willingness to take risks and tolerate failures along the way to success.

I see you look pensive; what’s on your mind?’ a leader or colleague makes it mighty awkward for you to remain silent.”Once you define a psychologically safe space for your team, you can take it to the next level and make room for the individual. I don’t need to tell you about the fight I had with my teenage son last week. And the most important variables in the work we’re doing is how much uncertainty do we face? And ultimately, as is always the case, this comes to light. I’ve just shared bad news.Your instinct is to get – you know, be mad, to express profound disappointment and it’s okay to be disappointed. How much complexity, how much interdependence?

But the power of learning behaviors in teams shows that learning things together can be much easier than learning on your own. We have to be explicit in sharing our ideas, questions, and concerns, because we can't just overhear what's happening in the next cubicle,” she says. “This is an opportunity for many teams in many organizations to find a way to behave differently,” suggests Edmondson, “because this new reality is requiring us to act differently.”By So that was one surprise. Even just a thoughtful nod works as an appreciative response. That’s where you’ve done much of your research.

Since then, she has observed how companies with a … Because leaders have to go first. The other aspect, and this may be even more important, is emphasizing uncertainty and challenge,” says Edmondson.

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