You can tell whether a man is clever by his answers. You can tell whether a man is wise by his questions. —Naguib Mahfouz”

The Fearless Organization - MVCC The Fearless Organization - MVCC

Conflict, in the Bridgewater culture, is conducted in the service of finding “what is true and what to do about it.” 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:This chestnut of the business world overlooks the importance of—and the challenge of creating—a clear strategy. workarounds delay or prevent process improvement. The problems that trigger workarounds can be seen as small signals of a need for change in a system or process. The workaround bypasses the problem, thereby silencing the signal by getting the immediate job done – but getting it done in a way that is inefficient over the longer term.” At the Fearless Organization Scan it is our goal to help individuals talk about their perceived level of psychological safety with the help of instruments. The scan is specifically designed to help teams understand psychological safety in the specific context of their team or unit. 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 (14)

The Fearless Organization – Amy Edmondson - The Culture Club The Fearless Organization – Amy Edmondson - The Culture Club

Psychological safety isn’t the only thing a team needs to perform. Amy Edmondson this week shared a great illustration by Tanmay Voraof the relation between Psychological Safety & Performance. This is the first graphic in Amy’s book “ The Fearless Organisation“, and probably my favourite. I’ve even turned it into a workshop 🙂 An early iteration of it also appears in Amy’s 2014 Ted Talk. Location 350: When there is psychological safety, people feel they can speak openly about anything without being ignored, blamed and/or humiliated. 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.” Chapter eight is titled, “What Next.” It includes an excellent section on the questions Dr. Edmondson is frequently asked about psychological safety.Thanks so much to Nora Jones for speaking at the psychological safety meetup this week! It was a fantastic event, and facilitated brilliantly by Romy and Stephanie. Nora talked to us about Human Factors, Resilience Engineering and System Safety. It was an awesome event, thanks to Nora, Romy and Stephanie, and everyone who attended. The next meetup is planned for May 31st. Richard Rumelt wrote one of the best strategy books I’ve ever read:“ Good Strategy, Bad Strategy“, and highlights three central premises of “Guiding Policy”, “Coherent Actions”, and “Strategic Diagnosis. This is a great article by JP Castlin on Rumelt’s “Guiding Policy”. Castlin states, “ it is enough to think of guiding policies as means of resolving uncertainty about what to do, about how to compete, and about how to organize.” Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. Her research focuses on teaming, psychological safety, and organizational leadership. She has written and coauthored five books and numerous articles on the subjects. psychological safety exists when people feel their workplace is an environment where they can speak up, offer ideas, and ask questions without fear of being punished or embarrassed (15)

The Fearless Organization: Creating Psychological Safety in

The final chapter of the book is all about making it happen. It talks about setting the stage, inviting participation (with some guidance on the power of great questions), and responding in a way that builds safety. These are great guiding principles but exactly how you put them into practice will take a bit of trial, error and practice. You’ll need to find the interventions that work best for your team or organisation. And here’s another great team canvas from Design A Better Business. This one looks a lot more fun, though might not suit all teams! Location 2700: At the company Bridgewater, there is a transparency library which contains videos of all executive meetings. That strengthens psychological safety. Psychological safety describes a climate where people feel safe enough to take interpersonal risks by speaking up and sharing concerns, questions and ideas.” What is The Fearless Organization all about ? We work closely with our partners to deliver a programatic approach to measuring and improving psychological safety, based on some 25 years of experience and action research with some of the biggest and most successful organizations in the world.

The fearless organization is one in which interpersonal fear is minimized so that team and organizational performance can be maximized in a knowledge intensive world.” Leaders who are willing to say I don't know play a surprisingly powerful role in engaging the hearts and minds of employees (124) Join one of our open online workshops, or find out about our training and consultancy for teams and organisations. Cheating and covering up are natural by-products of a top-down culture that does not accept “no” or “it can't be done” for an answer. But combining this culture with a belief that a brilliant strategy formulated in the past will hold indefinitely into the future becomes a certain recipe for failure.” The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

The Fearless Organization - Google Books The Fearless Organization - Google Books

That was good advice, but there wasn’t much guidance on how to drive out fear or how your workplace might function when you did. Amy Edmonson’s The Fearless Organization gives you a mental model, so you know what an organization looks like after you follow Dr. Deming’s advice to “Drive out fear.” I was interested in finding out more about what psychological safety actually is, what difference its presence (or absence) can make to an organization, and hopefully get some practical suggestions for how we go about creating psychological safety in our teams and our workplaces. For knowledge work to flourish, the workplace must be one where people feel able to share their knowledge! This means sharing concerns, questions, mistakes, and half-formed ideas.” About lowering standards. It’s not about being comfortable. Psychological safety is about being more honest, challenging and collaborative. 2. It’s where learning and high performance happensof 5 stars 2 of 5 stars 3 of 5 stars 4 of 5 stars 5 of 5 stars The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth by Amy C. Edmondson 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. Location 3400 and 3700: Invite people to participate. Let people make their own decisions about whether to participate or not. That strengthens psychological safety. The first part introduces the basic ideas and understanding of psychological safety, and also gives a brief history of the subject and of the growing interest in it. Hierarchy (or, more specifically, the fear it creates when not handled well) reduces psychological safety.”