May 07, 2021
Mark Britton, JMJ partner, and Kelli Bettenhausen, JMJ Senior Consultant, discuss the topic of psychological safety. Mark shares why he became interested in this subject, and what he has learnt from his research. He goes on to explain how his findings led him to identify 10 leadership capabilities and best practices leaders need to develop and display to make people feel safe and able to take interpersonal risk.
There are many well-documented and carefully researched examples of the significant role psychological safety has played in many major accident investigations around the world. Key statistics from HSE, OSHA and International Labour Organization confirm the tremendous cost we continue to experience in terms of human life and suffering. Cases include the KLM and Pan Am Tenerife Airport collision, leading to the world’s deadliest air disaster with 583 fatalities; the space shuttle Columbia disaster, which killed all crew members; and the BP Texas Refinery Explosion, where 15 craft workers lost their lives,180 were injured, and the refinery was severely damaged.
Mark’s research included looking at several of these examples. He asked 30 senior leaders (CEOs, project directors) and change agents from around the world, “what can leaders do to really encourage or build a psychologically safe workplace?”. From their responses, he draws findings on why people choose to speak up or to stay silent and what is at stake for them.
What is it that makes people feel safe to speak up, and what are the capabilities and best practices leaders need to develop and display to make people feel psychologically safe?
In his discussion with Kelli, Mark shares some of the key themes, as well as revealing four of the 10 best practices leaders can focus on to build a psychologically safe workplace culture.
Arrange a call with one of our consultants today. Please complete your details below: