Psychological safety is a term coined by Harvard Business School professor, Amy Edmondson. She defines it as a shared belief, held by members of a team, that it is safe for members of that team to take risks and express themselves.
In a psychologically safe team, members feel accepted and respected by others. Team members are comfortable being candid with each other, expressing their individual thoughts and ideas. A psychologically safe team allows its members to make mistakes and disagree with each other when necessary – all without fear of judgment, ridicule, or punishment.
Google’s ‘Project Aristotle’ surveyed data from more than 180 teams across the company to discover what drove one team to be more successful than another. They discovered that psychological safety was a more important factor than personality type, skills, management quality, or even experience in determining what would make a team excel.
What are the benefits of creating a high level of psychological safety?
It promotes open communication
When team members feel psychologically safe, they are more likely to share their honest opinions. This open communication can lead to optimised problem-solving and a higher quality of innovative ideas. It will also go a long way towards creating a more inclusive workplace culture, where there is healthy conflict and team members feel able to comfortably speak their mind.
In healthcare, a high level of psychological safety enables colleagues to communicate authentically and work effectively as a team. The ability to speak up about mistakes, ask genuinely curious, non-judgemental questions of each other, and learn from adverse events or complaints, allows a team to drive wholeheartedly towards improving patient care and safety collaboratively.
It promotes learning and growth
Once psychological safety has established a working culture where team members feel comfortable communicating openly, this sense of security will amplify team growth. Psychological safety promotes actions such as speaking candidly, sharing creative solutions, and sticking one’s neck out when needed (without fear of having it cut off).
This creates a team environment in which change and growth can be embraced. Mistakes can be pointed out before they occur, without undue threat to the relationships or the unity of the team, and deeper learning can become the norm.
NHS England reports that healthcare professionals are more likely to share and implement innovative ideas to improve patient care and operational efficiency when they feel psychologically safe.
It supports wellbeing and reduces burnout
Healthcare is a stressful place to work. A psychologically safe environment can help reduce stress levels across a healthcare team and prevent burnout.
An NHS Providers survey showed 93% of NHS Trust leaders are concerned about staff wellbeing and burnout. Investment in ensuring psychological safety is an essential measure to combat this risk.
It enhances patient safety
The NHS Providers’ research also suggested a correlation between the safety of patients and the wellbeing of those that care for them. This further highlights the importance of investing in staff wellbeing and establishing psychological safety.
What can you do to increase psychological safety in your team?
Gather data
Every workplace is different. Conduct surveys or facilitate small group discussions to understand the current state of psychological safety in your organisation or team.
If your team are initially uncomfortable about providing their thoughts and observations, you could ask for anonymous feedback. This will encourage candid responses and provide you with valid data on where you are at currently with regard to psychological safety.
Seek out resources
A shared understanding of what psychological safety is and why it is important can assist in facilitating positive team change. Search for resources and tools that can help provide this information, and drive your team towards a shared goal.
A couple of examples are:
- the PSI (Psychological Safety Index), developed by Professor Amy Edmondson.
- a Harvard Business Review article on what psychological safety is.
- a Harvard Business Review article on the need for psychological safety in high-performing teams.
Be proactive with small changes
Promote a culture that values psychological safety and speaking up. Encourage open communication, give feedback constructively, acknowledge mistakes, discourage the blame-game, and be appropriately vulnerable. This will create an environment that makes it acceptable for others to admit their mistakes too, in order to learn from them.
Encourage your leaders
Support your leaders to access coaching or mentoring resources for their own development, and hold them accountable for demonstrating and living the behaviours (and changes) you need to see in your team.
Engage in and contribute to team development. This can be done by encouraging peer reviews and reflective learning activities, and creating safe spaces for open discussions with colleagues.
Promote learning
Establish a culture of learning from mistakes and near-misses, enacting change, and encouraging individual contributions. Gather ideas from within your team and implement innovative solutions for enhanced team effectiveness and well-being.
Xytal help healthcare teams establish a culture of psychological safety
Psychological safety isn’t a ‘one and done’ endeavour. It requires ongoing commitment at all levels of any healthcare organisation. Establishing psychological safety is not just a nice-to-have in the healthcare workplace; it’s a must-have. It is the foundation upon which successful, innovative, and inclusive healthcare teams are built.
Xytal have been helping teams across the healthcare sector to improve their processes and develop their leaders. Our purpose is to help you to succeed, thereby making the world a happier, healthier place.
