- SILENCE -
Why are workplaces that can't say "the right thing" insecure?
Have you ever had this experience at a meeting?
- That feels a little different, but I don't have to ...... tell you."
- If I ask the question now, people will think I'm not up to par."
- 'I've made similar mistakes before, but it's safer not to mention them.
Many people, at one time or another, have had these “A Little Silence.” experience.
And in fact, it is the accumulation of this silence that makes the organization's problems grow.
- OPENNESS -
Psychological safety is not a state of "security" but a state of being able to say
What is psychological safety?
It refers to a state of feeling that one is not disadvantaged by speaking up about mistakes, doubts, or discomfort.
This concept was developed by Harvard Business School professor
Amy Edmondson, Ph. By,
It has been systematized in organizational research since the late 1990s.
Dr. Edmondson is psychological safety,
A shared belief among the team that it is safe to take interpersonal risks."
defined as "a person who is a member of a group of people who are not members of a group.
Important,
Psychological safety is not a matter of "personal character" or "temperament",
The “structural nature” of teams and workplaces.” The point is that it is a good idea.
- OUTCOMES -
What happens when psychological safety is high
What we know from research
In a study by Dr. Edmondson et al,
It has been shown that the more psychologically secure a team is, the more likely they are to
- ask a question
- Share mistakes quickly.
- Be open and honest about your opinions and concerns
At first glance, it seems obvious,
These are the things that organizations need to keep learning and improving. Core Behavior It is.
In other words, psychological safety is,
Not "ambiance."
The “foundation” that supports results and safety” It is considered to be a
Why do "able-bodied" people shut up more than "able-bodied" people?
In workplaces where psychological safety is low,
- serious person
- A strong sense of responsibility
- person who can read the situation
The more they are silent, the more likely they are to be silent.
This has been noted in studies,
The stronger the motive, the more likely they are to "want to be appreciated" and "not be bothered."
It has been found that they are more likely to avoid interpersonal risks and choose silence.
The result,
The question is. “Not to exist.” and then
It surfaces later in a big way.
- REALITY -.
In the medical field, this structure is clearly visible
This problem is particularly apparent in the medical field.
- If a nurse feels uncomfortable, she can't say.
- Young physicians cannot consult with you if they are unsure of a decision.
- Small mistakes are not shared.
In medicine, these silences are
It directly affects patient safety.
Therefore, in the medical field,
Psychological safety is not a "desirable culture to have",
Safety Management and Prerequisites to Support Learning The company is positioned as a
- EVERYWHERE -
But this isn't just about healthcare.
Medical care is just easier to see the results,
The same structure is used for Businesses, schools, government, research organizations But they are common.
- Meetings become a formality.
- No defects are reported.
- Improvement does not occur.
Much of the background to this is that
There is an "air of inability to say" = low psychological safety.
- STRENGTH -.
Psychological safety is not "laxity" but "organizational strength"
Dr. Edmundson said that psychological safety
The following statement is made to the following effect.
Organizations with high psychological safety are,
Not an organization that never fails,
The organization is capable of learning from and recovering from its mistakes.
In an era of rapid change, where the right answer is not immediately apparent,
Psychological safety is
Fundamental Strengths to Ensure the Organization Continues to Learn It can be said that this is the case.
