By Rose O. Sherman, EdD, RN, NEA-BC, FAAN
I was recently asked by a new manager how to begin rebuilding psychological safety in a unit where staff deeply distrusted their previous leader. Mending a broken trust can be challenging. Blame and incivility were characteristics of the culture that had evolved over many years. New graduate turnover was very high because of the lack of support from experienced staff, leaving new nurses with feelings of failure during their professional transition.
Dr. Amy Edmondson is an expert on psychological safety in the workplace. She provides the following description: “Psychological safety describes the individuals’ perceptions about the consequences of interpersonal risk in their work environment.” It consists of taken-for-granted beliefs about how others will respond when you put yourself on the line, such as asking a question, seeking feedback, reporting a mistake, or proposing a new idea. We weigh each potential action against a particular interpersonal climate, as in, “If I do this here, will I be hurt, embarrassed, or criticized?” An action that might be unthinkable in one workgroup can be readily taken in another due to different beliefs about probable interpersonal consequences.”
Steps to Increase Psychological Safety
Nurse leaders play an important role in creating psychologically safe cultures for staff to question practices, report problems, or propose new ideas. The following statements which you can ask your team are considered important indicators of the level of psychological safety:
- On this team, speaking up about what is on your mind is easy.
- If you make a mistake on this team, it is often held against you.
- People on your work team are usually comfortable talking about problems and disagreements.
- People on this team are eager to share information about what works and what does not work.
- Keeping your cards close to your vest is the best way to get ahead on this team.
On a team where staff feel psychologically safe, staff have confidence that they will receive respect and consideration from others. A group with a culture of psychological safety encourages open discussion of tough issues. It not only tolerates disagreement, it nurtures contrasting points of view. Leaders can help create these environments by developing and reinforcing the following team behaviors:
- Civility – The biggest contribution staff can make to creating and sustaining psychological safety in a culture is showing civility. Attending to what others contribute and responding with consideration reduces anxiety and encourages creative thinking.
- Argue with Respect – Contrasting ideas are the greatest source of creativity. Team members must learn to be tolerant of other viewpoints. Agreement should not be a mandatory value, but respectful disagreement should be.
- Be supportive – Using supportive language towards others should be an expectation. Humor does not excuse a put-down, nor does it make one palatable. People really don’t like it.
Feeling safe at work can increase a person’s energy, enthusiasm, and zest for life. Nurse leaders who hold themselves and the team clearly accountable to behavioral standards that improve psychological safety can significantly impact the creation of a more positive and safe work environment.
Read to Lead
Simon Sinek (2014 Ted Talk). Why Good Leaders Make You Feel Safe
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