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<div class="question__text">True or False. Small adjustments can start to build a culture of psychological safety in the workplace. </div>
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Skip to main content Home Library Language If you are having trouble accessing these lessons or have any questions/feedback about this tool, please contact support@blueoceanbrain.com. Do not respond to this email. WHEN LEADERS PROVIDE SAFETY WHEN LEADERS PROVIDE SAFETY Print In her book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, Amy Edmondson talks about two of her favorite examples of psychologically safe leaders: Barry Wehmiller and Eileen Fisher, two powerhouses from whom we can learn a great deal. Dr. Amy Edmonson’s research shows that employees who feel psychologically unsafe are not only failing to speak up with bad news or dissent, they are also withholding improvement ideas. Barry Wehmiller Wehmiller owns a firm that manufactures industrial products. His company employs a principle of “treat people superbly and compensate them fairly.” He distributes rewards and sometimes sacrifices, with equity and fairness. For example, when faced with the possibility of layoffs, he asked everyone in the firm to take ten weeks unpaid leave. They all did. This saved the firm the money it needed to stay afloat and kept everyone employed. Eileen Fisher Fisher is a fashion designer who developed a boutique women’s clothing brand. In her book, Edmonson describes in detail what Fisher has dubbed “a don’t knower.” To Fisher that means she readily admits when she doesn’t know something, asks questions, then listens humbly and with intention to the answer. With this simple approach, Fisher has earned the respect of her employees and built a culture of trust. Instead of a rigid hierarchy, she runs her organization in such a way that everyone contributes and feels valued. Wehmiller and Fisher both believe that growing a company means that you must develop employees. Does your organization share that belief? Commonalities While their two industries may be completely unrelated, Fisher and Wehmiller’s businesses are strikingly similar. Wehmiller and Fisher both have built cultures where their companies and employees can thrive because they feel psychologically safe. Their employees readily speak up. They don’t hesitate to offer ideas or ask for help. Edmondson notes that Wehmiller and Fisher have, “studiously built organizations where employees can learn and grow–where their potential as professionals and as human beings is nurtured by the company.” The key is that in both organizations employees can confidently share their thoughts without fear of punishment. Pro Tip: To begin the shift to a culture of psychological safety, start with simple adjustments to how you run and structure team meetings. For example, sit in a circle or at a round table so no one is physically positioned at the head of the table. Or when a new idea is presented, encourage the group to ask questions to better understand the idea; then, have a moment of silent reflection before deciding to move or pass on the idea. SHOW WHAT YOU KNOW True or False. Small adjustments can start to build a culture of psychological safety in the workplace. Please provide an answer True False Submit Answers FEATURE TOPIC VIDEO: WHAT DOES PSYCHOLOGICAL SAFETY MEAN? You probably have a pretty good idea what it feels like to be ... read more A LACK OF PSYCHOLOGICAL SAFETY CAN KILL DIVERSITY Diversity in the workplace is commonly considered a smart ... read more WHEN LEADERS PROVIDE SAFETY In her book, Amy Edmondson talks about two of her favorite examples of ... read more Current 1 2 3 +2 Point(s) × ×