Imagine an organization where employees felt free to go with their gut, and speak up and do what is best for the greater good. Amy Edmondson imagines just that, calls it “the fearless organization,” and offers compelling evidence that this is the style of organization necessary to succeed in today’s fast-paced economy. Edmondson shared her newest findings in an inspiring keynote “The Fearless Organization: Creating Psychological Safety in the Workplace for Compassion and Collaboration” at the 2019 Compassion in Action Healthcare Conference.
Amy Edmondson delivering a keynote at the 2019 Compassion in Action Healthcare Conference. Credit: Center for Compassionate Leadership.
Edmondson defines psychological safety, a term which she coined over twenty years ago, as “the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.” It is the foundational attribute of a fearless organization. In organizations where psychological safety is absent, workers are afraid of looking “ignorant, incompetent, intrusive, or negative” and therefore don’t speak up with ideas, don’t ask questions, and don’t take risks for fear of failure. In this environment, people are more interested in looking good than doing good.
Edmondson offered as an example VW, who was awarded the Green Car of the Year in 2010. Less than five years later, the company was embroiled in “Dieselgate.” The management of VW was known for what Edmondson says is the recipe for failure: “stretch goals and closed ears.” Half of that equation is valuable for growth – stretch goals. But if you want to set ambitious goals, you must also have open ears. Many people feel that fear is a great motivator. While that is certainly true, the issue is what does fear motivate, and at what cost? According to Edmondson, fear motivates hiding, and in a medical context, hiding things can be catastrophic.
According to Edmondson, there are three steps to creating a fearless organization: frame the work, invite engagement, and respond productively. Leaders must frame the work of an organization or team by making it clear that failure is an unavoidable precondition for success, as well as by affirming strongly that complex work requires embracing uncertainty and speaking up with questions. Engagement is shown by asking good questions and listening intently. It is brought forth in environments that resist the comfort that comes from a quick consensus. Productive response comes from welcoming all types of honest feedback, with special appreciation for corrective feedback.
One final important point to highlight from the keynote, which may be our most important takeaway: There is NO tradeoff between performance standards and psychological safety. Psychological safety is not about being nice or creating a chance to relax. It is about setting high standards and giving team members the space and freedom to achieve them.
Are you creating a fearless organization, and one where psychological safety is the norm? We’d love to hear from you…