The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

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emphasizing a sense of purpose... Motivating people by articulating a compelling purpose is a well - established leadership task (166) If policies are unclear, however, a productive response is one that turns the unfortunate event into a different kind of learning opportunity – for the company and sometimes for the interested public. In the Damore case, executives might express dismay at the employee's opinion (and perhaps dismay at his ignorance of a larger set of societal forces that have systematically diminished advancement opportunities for certain demographic groups over decades). They might then go on to explain their plans for educating employees on what they believe to be the value of a diverse workforce. As part of this organizational learning process, company managers at all levels would elicit and listen to ideas, questions, concerns, and frustrations. They might create opportunities for engaging in perspective taking, building empathy, developing inquiry skills, and more. The organization might also seek ways to come up with new, improved ways to leverage employee diversity to build better products and services. Most of this I knew...I'm starting to think I know more about psychological safety than most. Anyway if you're not up on it this book will make sure you are now! The first half just talks about the research and the baseline. The second half was almost case studies -intriguing.

The Fearless Organization - MVCC The Fearless Organization - MVCC

Imagine if Wells Fargo had adopted an agile approach to strategy: the company's top management would then have taken repeated instances of missed targets or false accounts as useful data to help it assess the efficacy of the original cross-selling strategy. This learning would then have triggered much-needed strategic adaptation.” What did I like? There are good & relevant examples, there's clear clarification what's the difference between fearless & over-protective (I can't recaIn 2015, CEO Bob Chapman and co-author Raj Sisodia published Everybody Matters: The Extraordinary Power of Caring for Your People Like Family, a book whose title concisely declares the company's mission to “measure success by the way we touch the lives of people.” Caring for employees – “team members” in Barry-Wehmiller-speak – using tangible measures of employee well-being has proved to be a sure recipe for establishing a psychologically safe workplace where learning and growth thrive.” How psychologically safe a person feels strongly shapes the propensity to engage in learning behaviors, such as information sharing, asking for help, or experimenting. It also affects employee satisfaction .

The Fearless Organization by Amy C. Edmondson | Waterstones

Workarounds can occur when workers do not feel safe enough to speak up and make suggestions to improve the system.”

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Bizarrely, the author singles out the James Damore firing for discussion, not seeing the irony of praising Google for their research findings WHILE SIMULTANEOUSLY firing people who voice complains internally! I mean, HELLOOO! I quote her part: Part II is “Psychological Safety at Work.” Chapters three and four give you real-world examples of organizations without psychological safety. You’ll recognize most of them. Chapters five and six share examples of organizations with psychological safety. You may be surprised at some of them. You will see a strong contrast between the two groups in terms of organizational life and productivity. The book is dedicated to a very clear topic (psychological safety as a foundation of successful organizations) & I think it does what's promised - covers the topic end-to-end. But I couldn't help a feeling that what was truly essential was covered in the chapter 1 and the rest of the book is not much more than a repetition ;/

The Fearless Organization

The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent―but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. EPSI (Enterprise Psychological Safety Index): is a project run by a Fearless Organization Consulting partner (client success manager) who is experienced in helping the organization with the delicate set-up and interpretation of results of the enterprise- wide mapping and scanning. For aspiring Practitioners What did I like? There are good & relevant examples, there's clear clarification what's the difference between fearless & over-protective (I can't recall the exactly wording here), there's a nice answer to the question about visible successes of some companies ruled in typically hierarchical, high-stress manner. You can also find here psychological aspects of fear & how it impacts (on a psychosomatic level) our capabilities. There's also a nice chapter about Candor - nothing you could find in "Radical Candor", but it's good enough to fit the context here.This is about framing or reframing the work to set shared expectations about uncertainty and failure, and to identify why the work matters and for whom. Edmondson makes the important point that not all failures should be treated and celebrated in the same way. She sets out definitions and common causes of different types of failures and describes how they should be handled. Inviting Participation