How to create the "psychological safety" necessary for not collapsing the workplace

BySid

"6 hours labor from daytime to late afternoon is important for creative workThere are various opinions about what is necessary for people to give ideas at work and to cause innovation. On the other hand, it is preaching that "important" in "work place" instead of "job" is not individual qualities but "psychological safety"One of the most influential business thinkers in the worldProfessor Amy Edmondson, a global business scholar who has been chosen for. Professor Edmondson told the Speech ForumTEDSo I will tell you what kind of thing would happen if there is no psychological safety and how can the workplace get psychological safety.

Building a psychologically safe workplace: Amy Edmondson at TEDxHGSE - YouTube


Professor Edmondson told me the following three episodes first.

"In a city of Sewashinai hospital, one of the nurses had a night shift, has noticed that the dosage for a patient often. Nurse but hesitated a moment what to confirmation by telephone to the attending physician, shortly thereafter, remember that it has been vilified when the phone before attending physician, gave up that phone. in addition, some young military pilot might even boss is a serious mistake, I noticed that beneath, has discourages to say something to the boss. and although the difference is a little position is a nurse and a pilot, officer was appointed to a successful company, when the inherited one of the plan, plan to There is also a story that "nothing did not say" before the employees are enthusiastic. common to these three episodes, is that "not a need for a voice in the workplace."

Professor Edmondson has been working on for many years to solve "Why is this situation born?"


The cause of "to stop speaking from people" like coming out in three episodes is very simple, "It is unbearable to be seen by people who are intrusive, innocent and incompetent in the workplace, and negative." Professor Edmondson talks that there are no people to wake up in the morning while exciting. Many people wish to think that you are a wise, helpful and positive person.


The solution for not showing myself to ignorant and incompetent person is very easy. In other words, in order not to think that it is ignorant, "Do not ask a question", "Do not accept mistakes and weak points" to not think that it is incompetent, "Do not issue ideas" In order not to think that it is negative, take action like "Do not criticize the present situation".


The above-mentioned method called "Self Impression Management" is, in fact, effective for protecting yourself. Therefore, when you graduate from school and work in society, people do self-impression operation more or less. However, the self-impression operation takes away the opportunity for people to learn, stops innovation, does not issue ideas, unconsciously concentrates on "to manipulate their impressions" rather than "to create a good organization" It is a problem to become like. Examples are nurses who do not call, pilots who do not speak, officials who say nothing.


Fortunately, there is also a positive workplace for employees to take risks of interpersonal relationships at work and to learn things. Professor Edmondson calls these workplaces "Workplace with Psychological Safety". Whether or not this psychologically safe workplace is decided by whether or not there is a trust that "It is okay to voicing concerns, doubts, ideas, mistakes, etc."


Professor Edmondson noticed the importance of "psychological safety" when participating in the survey of the frequency of medical malpractice in hospitals conducting professional care. The survey team consisting of nurses and doctors gather data on disproportion due to human error, and Professor Edmondson's role is "How can we improve the team in the hospital?" It was to clarify. Therefore, Professor Edmondson conducted a standard investigation to measure the efficiency of the team. I told the nurse in charge of investigation to visit two medical teams belonging to two hospitals every few days for six months.


The number of medical malpractice this was actually collected. The subjects of the survey were "MEMORIAL (memorial hospital)" and "UNIVERSITY (university hospital)", when counting the number of medical errors divided into each team of hospitals, "MEMORIAL 1", the one that was less than "MEMORIAL 3" has become.


Originally, Professor Edmondson had the expectation that "the number of reported errors in a good team is small", but when analyzing the results of the survey, it was found that, as a result of analysis of the survey results, It turned out to be said that. From this, Professor Edmondson thought, "A better team is double checked between doctor and nurse, discussion about error is being done".


Professor Edmondson sent a young research assistant to the team of the hospital and checked the actual condition of the team. At this time, the research assistant sent to the hospital did not know the frequency of error of each team, evaluation of the team, hypothesis of Professor Edmondson, and had no prejudice. And when we carefully learned the state of each team, the research assistant finally said, "What you want to do" "what you do" differs completely from team to team.In terms of error, One team said that members who work together always talked to reduce mistakes and found new ways. "

And when the research assistant evaluated each team on the basis of "open atmosphere", the following table is completed. The list below has an open atmosphere in order from the top, that is, it is a highly psychological and highly secure team. Although there are parts where the number of errors is around or around, it is roughly shown that "the more mistakes reported, the higher the psychological safety."


So, how to make a team with a high psychological safety?


First of all, it is important to clarify that there are a lot of "uncertain things" that they have never experienced before and "what they do dependably", and the thoughts and voices of all members of the workplace It is necessary to shape the premise that it is necessary.


Next, admit that "people make a mistake". When making a mistake, members of the team will be able to speak more assuredly when making an atmosphere to listen to the words "I made a mistake" obediently from their subordinates. And it is necessary to ask a lot of the members of the team to create "voice" within the team.

Three simple principles avoid the collapse of the organization and create a workplace that is highly psychologically safe, but when Professor Edmondson told the team managers, they said, "As individuals are more likely to report mistakes The sense of responsibility for the work of the work will be lost, and the quality of work will be worse? "


However, Professor Edmondson explains that "psychological safety" and "motivation & responsibility" are different indicators of job performance and that "relationship is not lost when psychological safety is secured" .


In other words, if the responsibility in work is low and the psychological safety is low, the person belongs to the "indifferent zone", and if the responsibility is low and the psychological safety is high, the person belongs to the "comfortable zone". Meanwhile, people with low psychological safety, although responsibility and motivation are high, will enter the "anxiety zone". Team managers most concern is that neglecting to talk with each other, emphasizing only "responsibility for doing a good job", and consequently people getting into this anxiety zone, Professor Edmondson said I will.


In other words, motivation and sense of responsibility are separate from psychological safety, and belong to the "high performance zone" where people can learn and innovate when they grow. The real workplace is complex and interdependent and can not easily improve the situation, but as people work together in a challenging and fulfilling work, there is learning and rewarding Professor Edmondson said that he will be able to create a workplace.