Psychological Safety in Practice Team Learning in the Field: An Organizing Framework and Avenues for Future Research This excellent paper from Amy Edmondson and Jean-François Harvey affirms that teams learn most effectively when members feel safe to speak up, take interpersonal risks, […]| Psych Safety
“what you love,” “what the world needs,” “what you can be paid for,” and “what you are good at”, the idea being that the intersection of all of these is where we find Ikigai.| Psych Safety
Addressing Power through “Flattening” Organisations Steep power gradients are one of the most significant factors that contribute to reducing psychological safety. These steep differentials in perceived power have contributed to many disasters including the Tenerife Airport disaster in 1977, Chernobyl, […]| Psych Safety
Typologies of Power In a few previous newsletters, we’ve gotten into power dynamics, power gradients, “power over” vs “power for” and “power to” (see Mary Parker Follett). Steep power gradients are the number one inhibitor of psychological safety, and addressing […]| Psych Safety
