SafetyInsights.org

Another lit review (not systematic) on Psychological Safety (PS) research published b.t. 2009 – 2015.

PS has been defined as “an environment of being able to express one’s self without fear of negative consequences such as embarrassment, and ridicule on self-image, status or even career” (p20). Edmonson’s worked highlighted that a climate of openness “is what distinguished the best from the worst performing teams” (p20).

Due to word limits, I’ll list individual findings rather than weave them together.

Results:

PS is seen to be more evident within teams than in individuals with group PS positively related to public employees deciding to remain within their organisation.

Supportive & empowered leadership directly effects PS. Further, a significant mediating role of PS between authentic leadership & internal whistle blowing was found such that in environments of high PS, “whistleblowers perceive fewer risks, and authentic leaders create this kind of work environment”.

In a study looking at co-worker trustworthiness & leaders, found was that “employees tend to mimic the (un)trusting behaviors and perception of their leaders” (p26), and employees with high PS have greater levels of trustworthiness in co-workers.

Elsewhere it was suggested that leadership can create positive relational dynamics that have a significant role in shaping team members of low performing teams & their perception about PS.

Interestingly, one study revealed that groups with supervisors that over-rated their own performance behaviour had lower PS compared to groups with supervisors who either under-rated or accurately rated their own performance behaviour. Authors state that “the level of managerial self-awareness influences the creation of psychologically safe work climates” (p27).

Another study found significant & positive relationships among perceived organisational culture, job involvement and psychological circumstances of safety & meaningfulness, where PS (and meaningfulness) having high correlations with job involvement.

Co-worker support is said to assist in successful completion of work & reducing job stress. Here, a significant effect of perceived PS on perceived co-worker support for error management has been found.

A study looking at PS & knowledge seeking found that individuals with high levels of PS are more likely to ignore external sources of knowledge, instead preferring internal (team) knowledge. Whereas people with low perceived PS seek external knowledge. [I wonder if in some circumstances high PS could seek to reduce requisite variety and diversity of thought?]

In a Spanish study of time pressure and PS in transport, a negative link was found with PS and time pressure & burnout, whereas a positive association was found between PS with general health of drivers. Suggested is that in interventions for perceived general wellbeing, time pressure & burnout, one focus could be put on to improving PS.

Moreover another study found PS to be negatively associated with employee burnout & turnover, where higher PS climates help reduce workers’ needs inhibiting and reducing burnout that eventually reduces work-family conflict & intentions to resign.

For speaking out, one study found people with higher perceived PS & greater levels of work efficacy are more comfortable speaking out. Authors note that the study “pointed out the relevance of addressing individual and environmental concerns, and at the same time creating effective learning experiences through psychologically safe and emphatic work” (p26).

PS was found to “[diminish] effort required to regulate interpersonal relations, or deal with disturbing social issues”, thereby allowing “members to allocate strength towards constructive problem solving without fear of social cost or humiliation concerns” (p28).

In groups of low PS, team status conflict has been shown to indirectly damage team creativity, where members are afraid to openly discuss ideas & opinions.

Finally, a healthcare study looking at how PS is affected by prebriefing (learning experiences prior to simulation activities focused on case studies, process mapping, reviewing simulated patient charts etc.) found that nurses with prebriefing methods had higher team PS compared to those without, hinting that prebriefing activities (including instructor-led feedback & support) impacts PS.

Link: https://www.academia.edu/75899555/A_Critical_Examination_of_Literatures_on_Psychological_Safety