Thought this attached guidance on developing checklists may be of interest (Of course, books, journal volumes, and careers revolve around checklist development.) For healthcare checklists, they offer image 1. Based on a previous systematic review of literature – just 7 articles out of 91 mentioned issues with the conception of a checklist. That is, asking… Continue reading Checklist design

This study, across five independent protocols, explored the unintended byproducts of high levels of Psychological Safety (PS). All five protocols included multi-source data at two or more point in time – assessing a mixture of individual, team and organisational performance related to PS. The protocols included: 1. 473 knowledge employees where their in-role performance is… Continue reading The limits of psychological safety: Nonlinear relationships with performance

I just summarised a 2000 paper on the role of counterfactual thinking on learning lessons from near accidents in aviation. Post in the next week or two. As per newer research, upward counterfactuals (imagining better alternative states, e.g. what actions could be taken in future to ensure a better outcome) compared to downward counterfactuals (imagining… Continue reading The ‘price of hierarchy’: how accountability can stymy learning from near accidents

On the back of the new research highlighting potential “backfiring effect” (their words) of very high Psychological Safety (PS) (see link in comments), it’s interesting to look back at Amy’s work about potential boundary effects of PS. In a 2004 paper, Amy discusses several potential ways that PS may not be beneficial to team performance… Continue reading Envisioning a team with ‘excessive psychological safety’

Can you have too much psychological safety? This study hot off the press sought to answer this question. Summary posted soon. Over 5 separate protocols, Eldor et al. found that while moderate levels of psychological safety was associated with better in-role performance (performing standardised tasks, like most of the stuff people do in organisations each… Continue reading The limits of psychological safety

Using 3 studies, this paper, with Adam Grant as co-author, explored the role of feedback seeking and feedback sharing from leaders and workers on promoting Psychological Safety (PS). Providing background: ·        Prior work highlights that when people believe they can take (interpersonal) risks without being punished, they speak up more often, generate more creative and innovative… Continue reading Taking your team behind the curtain: The effects of leader feedback-sharing and feedback-seeking on team psychological safety

This brief overview of constructing an effective rule system may interest you. It’s nothing mind-blowing, nor the latest thinking (it’s from 2003) – whole books, manuals and journal special editions focus on rule creation, but this may interest you nevertheless. One particular research thread that interests me is along the lines of the meta-rules. I… Continue reading Creating rules and rule departure types

Using a mixed-reality environment, this study explored the effects of occupational task stressors on worker situational awareness and risk decision making. 33 civil engineering, construction management and construction engineering students conducted the simulated work tasks (note the limitation of using students). Stress was induced via time pressure and mental demands and measured via several objective… Continue reading Impacts of Stress on Workers’ Risk-Taking Behaviors: Cognitive Tunneling and Impaired Selective Attention

Another on psychological safety (PS) to be posted in the near future. Once again it’s in healthcare (as is much of the interesting research…) It’s a pretty specific area also – ICU teamwork. Although they found that higher PS was associated with greater *perceived* teamwork performance, they didn’t find evidence that showed a relationship between… Continue reading Psychological safety and team performance

Just summarised a paper that explored the role of leader feedback-seeking (asking for feedback) or feedback-sharing (openly sharing/discussing their own weaknesses or feedback) had on psychological safety. Interestingly, feedback-seeking wasn’t found to impact psychological safety. And in some cases, leaders responded to the feedback with defensiveness or discounted the feedback. In contrast, leaders who shared… Continue reading Feedback-sharing and psychological safety