{"id":501,"date":"2021-02-16T10:01:31","date_gmt":"2021-02-16T15:01:31","guid":{"rendered":"https:\/\/ubwp.buffalo.edu\/school-of-management-leadership\/?p=501"},"modified":"2022-01-10T10:19:24","modified_gmt":"2022-01-10T15:19:24","slug":"how-psychological-safety-helps-high-performing-teams-stand-out","status":"publish","type":"post","link":"https:\/\/ubwp.buffalo.edu\/school-of-management-leadership\/2021\/02\/16\/how-psychological-safety-helps-high-performing-teams-stand-out\/","title":{"rendered":"How \u2018psychological safety\u2019 helps high-performing teams stand out"},"content":{"rendered":"\n

A UB School of Management doctoral researcher explores why psychological safety is critical<\/em>\u2014and how leaders develop it in teams<\/em><\/p>\n\n\n\n\n\n\n\n

\"Woman<\/figure>\n\n\n\n

By Snehal Hora<\/strong><\/p>\n\n\n\n

\"Snehal
Snehal Hora
Doctoral Student
UB School of Management<\/em><\/figcaption><\/figure><\/div>\n\n\n\n

Why do brilliant minds choose to remain silent when a project is failing? Why do creative individuals hold back ideas when the team needs them?<\/p>\n\n\n\n

What causes some teams to fail while others thrive?<\/p>\n\n\n\n

Decades of research, combined with Google\u2019s two-year study on improving team performance, solves these mysteries. Despite popular belief that team members\u2019 experience, education and IQ matter most, findings reveal \u201cpsychological safety\u201d may be what sets high-performing teams apart from the rest.<\/p>\n\n\n\n

Why a \u201csafe space\u201d matters<\/strong><\/h2>\n\n\n\n

Defined as a shared belief that the team is safe for interpersonal risk-taking, psychological safety focuses on the importance of creating a workplace culture where employees feel comfortable\u2014even motivated\u2014to be themselves, speak up and exchange ideas without fear of rejection, ridicule or negative consequences to their reputation, status or career.<\/p>\n\n\n\n

A psychologically safe workplace minimizes employees\u2019 fear of challenging the status quo, and fosters engagement, commitment to the organization and job satisfaction. When employees feel safe in their team, they can focus on collaborating, learning, exchanging information and making novel suggestions for improvement. Consequently, employee performance, creativity, citizenship behaviors and team information-sharing all improve.<\/p>\n\n\n\n

While psychological safety benefits all employees, the \u201csafe space\u201d it provides is particularly key for those who, correctly or not, may be perceived as lower status members in an organization. For instance, our research suggests psychological safety is instrumental in boosting women\u2019s confidence<\/a> that they have what it takes to be creative and will not be ridiculed or punished for offering new ideas, thus increasing their creative performance. In doing so, psychological safety promotes an egalitarian work culture by equalizing the value of its members\u2019 contributions, irrespective of their gender, sexual orientation, race\/ethnicity, nationality, age, education or perceived status in the organization or society.<\/p>\n\n\n\n

How to improve your work culture<\/strong><\/h2>\n\n\n\n

Despite the significance of psychological safety, a 2012 survey by Ipsos<\/a> revealed that only 47% of employees in 24 countries characterize their workplace as a \u201cpsychologically safe and healthy environment to work in.\u201d This is unfortunate, both for employees and their organizations, as they leave considerable potential untapped if the situation is not rectified.<\/p>\n\n\n\n

Organizations must make deliberate efforts to foster a psychologically safe work environment, and research suggests<\/a> numerous interventions they can use to do so. Ultimately, perceptions of psychological safety start at the top. An unsupportive leader signals that speaking up might be risky or harmful. A supportive leader, however, nurtures a feeling of mutual trust, respect and openness that promotes risk-taking.<\/p>\n\n\n\n

According to research<\/a>, to reinforce perceptions of a psychologically safe environment, leaders should:<\/p>\n\n\n\n