Back to: Psychological Safety
CONGRATULATIONS!
You’re doing well.
Before we get to the next module, we thought this would be a good time for you to get a cuppa and recap what you’ve done.
This section briefly reviews some key points, and then offers some questions for you to reflect on as a team member or manager. You can do these alone or, if you have opportunity, use them as discussion starters with a colleague or your team.
So far you’ve covered:
- A brief look of the origins and recent history of the concept, from the 1960s to now.
- Key concepts including the definition of Psychological Safety as a shared belief held by members of a team that the team is safe for interpersonal risk taking. We talked about it as a cultural norm that facilitates high performance.
- Hallmark behaviours of Psychological Safety
- Differences between Psychological Safety and Emotional Safety, and differences between Psychological Safety and Trust
- Four case studies: NASA (Challenger and Columbia), Cycling New Zealand, and Boeing, that show cultures that are not Psychologically Safe.
Things to think about
Take a moment to reflect:
What are your main takeaway ideas so far?
How will you raise the issue of Psychological Safety with your team?
What could you find difficult about taking the first step?
What Psychologically Safe behaviours already exist in your team? How could you build on or contribute to them?
What obstacles do you think you might face?
From here, we move to Module 2, and implementing Psychological Safety in your teams and across TAS.