» What is team psychological safety and why is it critical for team performance? » What impacts team psychological safety and how can you further develop it? » What is the impact of Action Learning on team psychological safety?

1. Team
Psychological
Safety
what
Google
discovered
about
high-­‐performance
teams
©2016
Peter
Cauwelier

2. ©2016
Peter
Cauwelier

3. ©2016
Peter
Cauwelier

4. ©2016
Peter
Cauwelier

5.
personal
best
Max
Morinière
10.09
s
Daniel
Sangouma
10.02
s
Jean-­‐Charles
Trouabal
10.09
s
Bruno
Marie-­‐Rose
10.16
s
Sum
40.36
s
WORLD
RECORD
37.79
s
personal
best
Calvin
Smith
9.93
s
Carl
Lewis
9.86
s
Sam
Graddy
10.08
s
Ron
Brown
10.01
s
Sum
39.88
s
WORLD
RECORD
37.83
s
men’s
4x100
m
relay
©2016
Peter
Cauwelier

6. ©2016
Peter
Cauwelier

7. ©2016
Peter
Cauwelier

8. HIGH-­‐PERFORMANCE
TEAM
DYSFUNCTIONAL
TEAM ©2016
Peter
Cauwelier
your
team
?

9. ©2016
Peter
Cauwelier
diversity
clear
roles
open-­‐minded
great
leader
common
goal
trust
open
communica[on
common
vision
shared
purpose
focus
on
common
tasks
clear
expecta[ons
dealing
with
tensions
construc[ve
cri[cism
there
is
no
I
in
team
mutual
respect
team
atmosphere
fun

10. ©2016
Peter
Cauwelier

11. ©2016
Peter
Cauwelier

12. TEAM
PSYCHOLOGICAL
SAFETY
«
a
shared
understanding
by
members
in
a
team
that
the
team
is
safe
for
interpersonal
risk
taking
»
©2016
Peter
Cauwelier
Prof.
Amy
Edmondson

13. Team
psychological
safety
?
Team
performance
©2016
Peter
Cauwelier

14. Learning
leads
to
performance
…
©2016
Peter
Cauwelier

15. ©2016
Peter
Cauwelier

16. ©2016
Peter
Cauwelier
Kolb’s
cycle
of
experien[al
learning

17. ©2016
Peter
Cauwelier

18. ©2016
Peter
Cauwelier

19. ©2016
Peter
Cauwelier

20. (Edmondson,
A.
C.
2003)
Team
psychological
safety
Team
learning
Team
performance
©2016
Peter
Cauwelier

21. So
what
is
“Team
Psychological
Safety”
?
©2016
Peter
Cauwelier

22. Maslov’s
Hierarchy
of
needs
©2016
Peter
Cauwelier

23. From
…
psychological
safety
for
the
individual
…
to
…
psychological
safety
at
the
level
of
the
group
Team
Psychological
Safety
“a
shared
belief
held
by
members
of
a
team
that
the
team
is
safe
for
interpersonal
risk
taking”
(Edmondson,
A.
C.
1999)
Peter
Cauwelier

24. Team
Psychological
Safety
is
a
shared
belief
held
by
members
of
a
team
that
the
team
is
safe
for
interpersonal
risk
taking
LOW
Team
Psychological
Safety
HIGH
©2016
Peter
Cauwelier

25. TEAM
PSYCHOLOGICAL
SAFETY
If
you
make
a
mistake
on
this
team,
it
is
not
really
held
against
you.
Members
of
this
team
are
able
to
bring
up
problems
and
tough
issues.
People
on
this
team
never
reject
others
for
being
different.
It
is
safe
to
take
a
risk
on
this
team.
It
is
easy
to
ask
other
members
of
this
team
for
help.
No
one
on
this
team
would
deliberately
act
in
a
way
that
undermines
my
efforts.
Working
with
members
of
this
team,
my
unique
skills
and
talents
are
valued
and
uXlized.
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
REACTION
TO
MISTAKES
DEALING
WITH
ISSUES
ACCEPTING
DIVERSITY
TAKING
RISKS
ASKING
FOR
HELP
MUTUAL
SUPPORT
APPRECIATION
©2016
Peter
Cauwelier

26. REACTION
TO
MISTAKES
DEAL
WITH
ISSUES
ACCEPTING
DIVERSITY
TAKING
RISKS
ASKING
FOR
HELP
MUTUAL
SUPPORT
APPRECIATION
HIGH
TEAM
PSYCHOLOGICAL
SAFETY
LOW
TEAM
PSYCHOLOGICAL
SAFETY 1
2
3
4
5
6
7
YOUR
TEAM
?
YOUR
TEAM
?
REACTION
TO
MISTAKES
DEAL
WITH
ISSUES
ACCEPTING
DIVERSITY
TAKING
RISKS
ASKING
FOR
HELP
MUTUAL
SUPPORT
APPRECIATION
©2016
Peter
Cauwelier

27. ©2016
Peter
Cauwelier

28. Medica[on
errors
Adop[on
of
new
cardiac
surgery
procedures
©2016
Peter
Cauwelier

29. What
does
“Team
Learning”
look
like
?
©2016
Peter
Cauwelier

30. Team
psychological
safety
Team
learning
behavior
Team
performance
What
are
the
LEARNING
BEHAVIORS
in
a
team
?
How
can
you
observe
if
a
team
is
learning
?
What
do
people
in
a
team
actually
DO
that
leads
to
learning
?
With
your
neighbours,
iden[fy
at
least
5
OBSERVABLE
TEAM
LEARNING
BEHAVIORS
…
?
©2016
Peter
Cauwelier

31. (Edmondson,
A.
C.
2003)
Team
psychological
safety
Team
learning
behavior
Team
performance
Team learning behaviors
- Asking for feedback
- Help seeking
- Speaking up about concerns/mistakes
- Reacting to innovative behavior
- Boundary spanning
©2016
Peter
Cauwelier

32. Team
psychological
safety
Team
learning
behavior
Team
performance
Team learning behaviors
- Asking for feedback
- Help seeking
- Speaking up about concerns/mistakes
- Reacting to innovative behavior
- Boundary spanning
An
obvious
link
between
team
learning
behavior
and
AcXon
Learning
quesXons
and
ideas,
insights
reflecXon
-­‐>
soluXons,
put
in
acXon
Ac[on
Learning
process
+ +
©2016
Peter
Cauwelier
(Edmondson,
A.
C.
2003)

33. So
what
leads
to
the
development
of
Team
Psychological
Safety
in
a
team
?
©2016
Peter
Cauwelier

34. leader
behavior
team
dynamics
pracXce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier

35. leader
behavior
team
dynamics
pracXce
trust
and
respect
suppor[ve
organiza[on
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
ease
of
access
to
resources
and
informaXon
reduces
the
level
of
insecurity
the
team
experiences
in
dealing
with
their
challenge

36. leader
behavior
team
dynamics
pracXce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
between
the
different
pairs
of
individuals
in
the
team

37. leader
behavior
team
dynamics
pracXce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
how
the
leader
uses
“power”
affects
the
psychological
safety
in
the
team,
and
further
impacts
…
+
the
team
climate
in
general
+
the
willingness
of
the
team
members
to
share
knowledge
+
moXvaXon
for
team
learning

38. leader
behavior
team
dynamics
pracXce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
interplay
of
roles
and
“characters”
that
people
assume
or
are
assigned

39. leader
behavior
team
dynamics
prac[ce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
prac[ce
fields
(or
managerial
learning
laboratories)
opportuniXes
for
teams
to
pracXce
and
to
reflect
upon
the
results,
rather
than
to
take
‘real’
acXon

40. ©2016
Peter
Cauwelier
©2016
Peter
Cauwelier

41. leader
behavior
team
dynamics
prac[ce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
?

42.
Team
psychological
safety
as
a
STATIC
CHARACTERISTIC
(a
‘state’)
of
a
team
Team
psychological
safety
Team
learning
behavior
Team
performance
Antecedents:
- Leader behavior
- Team dynamics
- Trust and respect
- Practice fields
- Supportive organization
Team learning behaviors
- Asking for feedback
- Help seeking
- Speaking up about concerns/mistakes
- Reacting to innovative behavior
- Boundary spanning
“a shared belief held by members of a
team that the team is safe for
interpersonal risk taking”
(Edmondson,
A.
C.
2003)
©2016
Peter
Cauwelier

43. DYSFUNCTIONAL
TEAM
HIGH
TEAM
PSYCHOLOGICAL
SAFETY
LOW
TEAM
PSYCHOLOGICAL
SAFETY
HIGH-­‐PERFORMANCE
TEAM
©2016
Peter
Cauwelier

44. How
can
we
ACCELERATE
the
development
of
Team
Psychological
Safety
in
a
team
?
Team
psychological
safety
Team
learning
behavior
Team
performance
?
(Edmondson,
A.
C.
2003)
©2016
Peter
Cauwelier

45.
You
have
been
asked
by
a
business
owner
to
work
with
his
team
of
7
direct
reports.
The
owner
has
evaluated
the
Team
Psychological
Safety
in
the
team,
and
wants
you
to
propose
an
approach
to
INCREASE
the
level
of
TPS
…
quickly.
What
approach
do
you
propose
to
INCREASE
team
psychological
safety
in
…
ONLY
6
weeks
?
Measuring
ajer
6
weeks,
where
do
you
expect
to
see
CHANGES
?
Note:
the
business
owner
expects
a
“realis[c”
proposal,
in
terms
of
financial
engagement
as
well
as
team
[me
commitment.
©2016
Peter
Cauwelier

46. TEAM
PSYCHOLOGICAL
SAFETY
If
you
make
a
mistake
on
this
team,
it
is
not
really
held
against
you.
Members
of
this
team
are
able
to
bring
up
problems
and
tough
issues.
People
on
this
team
never
reject
others
for
being
different.
It
is
safe
to
take
a
risk
on
this
team.
It
is
easy
to
ask
other
members
of
this
team
for
help.
No
one
on
this
team
would
deliberately
act
in
a
way
that
undermines
my
efforts.
Working
with
members
of
this
team,
my
unique
skills
and
talents
are
valued
and
uXlized.
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
REACTION
TO
MISTAKES
DEALING
WITH
ISSUES
ACCEPTING
DIVERSITY
TAKING
RISKS
ASKING
FOR
HELP
MUTUAL
SUPPORT
APPRECIATION
©2016
Peter
Cauwelier

47. 0%
10%
20%
30%
40%
50%
60%
70%
80%
strongly
disagree
disagree
disagree
somewhat
undecided
agree
somewhat
agree
strongly
agree
©2016
Peter
Cauwelier
TEAM
PSYCHOLOGICAL
SAFETY
REACTION
TO
MISTAKES
DEAL
WITH
ISSUES
ACCEPTING
DIVERSITY
TAKING
RISKS
ASKING
FOR
HELP
MUTUAL
SUPPORT
APPRECIATION
Average
5.3
Standard
deviaXon
1.2

48. An
experiment
with
Ac[on
Learning
“A
problem
solving
process
with
a
small
group
working
on
real
problems,
taking
acXon,
and
learning
as
individuals
and
as
a
team
while
doing
so.”
©2016
Peter
Cauwelier

49. Six
components
of
an
Ac[on
Learning
session
…
!
©2016
Peter
Cauwelier

50. Team
psychological
safety
Team
learning
behavior
Team
performance
Team learning behaviors
- Asking for feedback
- Help seeking
- Speaking up about concerns/mistakes
- Reacting to innovative behavior
- Boundary spanning
quesXoning
and
ideas,
insights
reflecXng
-­‐>
soluXons,
put
in
acXon
Ac[on
Learning
process
?
++
©2016
Peter
Cauwelier
How
does
AcXon
Learning
impact
team
psychological
safety?

51. leader
behavior
team
dynamics
pracXce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
asking
quesXons,
building
on
each
other’s
ideas
and
reflecXng
on
the
team’s
dynamics
increases
the
trust
and
respect
among
team
members
How
does
AcXon
Learning
impact
team
psychological
safety?

52. leader
behavior
team
dynamics
pracXce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
the
leader
‘empowers’
the
team
to
propose
soluXons
to
a
problem
and
to
implement
them
How
does
AcXon
Learning
impact
team
psychological
safety?

53. leader
behavior
team
dynamics
pracXce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
acXon
learning
ensures
parXcipaXon
from
everyone
in
a
focused
but
relaXvely
stress-­‐free
context
How
does
AcXon
Learning
impact
team
psychological
safety?

54. leader
behavior
team
dynamics
prac[ce
trust
and
respect
supporXve
organizaXon
TEAM
PSYCHOLOGICAL
SAFETY
©2016
Peter
Cauwelier
REAL
CHALLENGE(s)
the
acXon
learning
process
looks
at
different
opXons
in
a
meeXng
semng,
before
confirming
the
validity
in
acXons
aoer
the
session
How
does
AcXon
Learning
impact
team
psychological
safety?

55. Team
psychological
safety
Team
learning
behavior
Team
performance
Team learning behaviors
- Asking for feedback
- Help seeking
- Speaking up about concerns/mistakes
- Reacting to innovative behavior
- Boundary spanning
quesXoning
and
ideas,
insights
reflecXng
-­‐>
soluXons,
put
in
acXon
Ac[on
Learning
process
?
++
©2016
Peter
Cauwelier
How
does
AcXon
Learning
impact
team
psychological
safety?

56. Management
team
in
a
Thailand
manufacturing
plant
7
Thais
(excluding
Managing
Director
-­‐
French)
seniority
from
1
to
10
years
age
from
30
to
45
years
finance,
sales,
quality,
customer
service,
IT,
purchasing,
QA
3
women,
4
men
different
hierarchical
levels
(managers
and
the
level
just
below)
challenge
addressed:
reducing
total
factory
inventory
level
3
AcXon
Learning
sessions,
2
weeks
apart,
with
external
coach
!!!!!!!
©2016
Peter
Cauwelier
CASE
1

57. AFTERBEFORE
Average
5.3
Standard
deviaXon
1.2
©2016
Peter
Cauwelier
Average
5.6
Standard
deviaXon
0.7
0%
10%
20%
30%
40%
50%
60%
70%
80%
strongly
disagree
(1)
disagree
(2)
disagree
somewhat
(3)
undecided
(4)
agree
somewhat
(5)
agree
(6)
strongly
agree
(7)
0%
10%
20%
30%
40%
50%
60%
70%
80%
strongly
disagree
(1)
disagree
(2)
disagree
somewhat
(3)
undecided
(4)
agree
somewhat
(5)
agree
(6)
strongly
agree
(7)

58. AFTERBEFORE
“If
you
make
a
mistake
on
this
team,
it
is
not
really
held
against
you”
©2016
Peter
Cauwelier
REACTION
TO
MISTAKES
DEAL
WITH
ISSUES
ACCEPTING
DIVERSITY
TAKING
RISKS
ASKING
FOR
HELP
MUTUAL
SUPPORT
APPRECIATION
REACTION
TO
MISTAKES
DEAL
WITH
ISSUES
ACCEPTING
DIVERSITY
TAKING
RISKS
ASKING
FOR
HELP
MUTUAL
SUPPORT
APPRECIATION
Average
4.7
Standard
deviaXon
1.5
Average
5.7
Standard
deviaXon
0.8
“It
is
easy
to
ask
other
members
of
this
team
for
help.”
Average
5.3
Standard
deviaXon
1.7
Average
5.7
Standard
deviaXon
0.7

59. Supervisor
team
in
a
Thailand
service
organizaXon
7
Thais
seniority
from
1
to
20
years
age
from
25
to
50
years
markeXng,
operaXons,
accounXng
6
women,
1
man
supervisors
in
all
departments
challenge
addressed:
reducing
employee
turnover
4
AcXon
Learning
sessions,
1
week
apart,
with
external
coach
!!!!!!
©2016
Peter
Cauwelier
CASE
2
!

60. BEFORE AFTER
©2016
Peter
Cauwelier
Average
6.3
Standard
deviaXon
1.1
Average
6.8
Standard
deviaXon
0.4
0%
10%
20%
30%
40%
50%
60%
70%
80%
strongly
disagree
(1)
disagree
(2)
disagree
somewhat
(3)
undecided
(4)
agree
somewhat
(5)
agree
(6)
strongly
agree
(7)
0%
10%
20%
30%
40%
50%
60%
70%
80%
strongly
disagree
(1)
disagree
(2)
disagree
somewhat
(3)
undecided
(4)
agree
somewhat
(5)
agree
(6)
strongly
agree
(7)

61. Back
office
team
in
a
Membership
OrganizaXon
5
Thais
seniority
from
2
to
10
years
age
from
30
to
45
years
accounXng,
human
resources,
membership,
event
organizaXon
4
women,
1
man
challenge
addressed:
ensuring
members
renew
4
AcXon
Learning
sessions,
2
weeks
apart,
with
external
coach
!!!!!
©2016
Peter
Cauwelier
CASE
3

62. BEFORE AFTER
©2016
Peter
Cauwelier
Average
5.7
Standard
deviaXon
1.4
Average
5.9
Standard
deviaXon
1.1
0%
10%
20%
30%
40%
50%
60%
70%
80%
strongly
disagree
(1)
disagree
(2)
disagree
somewhat
(3)
undecided
(4)
agree
somewhat
(5)
agree
(6)
strongly
agree
(7)
0%
10%
20%
30%
40%
50%
60%
70%
80%
strongly
disagree
(1)
disagree
(2)
disagree
somewhat
(3)
undecided
(4)
agree
somewhat
(5)
agree
(6)
strongly
agree
(7)

63. Managers
in
Professional
Service
OrganizaXon
6
Thais
seniority
from
2
to
10
years
age
from
30
to
40
years
audit,
accounXng,
payroll,
legal
services
5
women,
1
man
challenge
addressed:
improving
performance
evalua[on
5
AcXon
Learning
sessions,
2-­‐3
weeks
apart,
with
external
coach
!!!!!
©2016
Peter
Cauwelier
CASE
4
!

64. BEFORE AFTER
©2016
Peter
Cauwelier
Average
5.9
Standard
deviaXon
1.1
Average
5.8
Standard
deviaXon
1.0
0%
10%
20%
30%
40%
50%
60%
70%
80%
strongly
disagree
(1)
disagree
(2)
disagree
somewhat
(3)
undecided
(4)
agree
somewhat
(5)
agree
(6)
strongly
agree
(7)
0%
10%
20%
30%
40%
50%
60%
70%
80%
strongly
disagree
(1)
disagree
(2)
disagree
somewhat
(3)
undecided
(4)
agree
somewhat
(5)
agree
(6)
strongly
agree
(7)

65. Team
psychological
safety
Team
learning
behavior
Team
performance
Team learning behaviors
- Asking for feedback
- Help seeking
- Speaking up about concerns/mistakes
- Reacting to innovative behavior
- Boundary spanning
quesXoning
and
ideas,
insights
reflecXng
-­‐>
soluXons,
put
in
acXon
Ac[on
Learning
PROCESSAc[on
Learning
CONTEXT
+
AcXon
Learning
has
a
DOUBLE
impact
on
the
team:
(1)
the
PROCESS
of
quesXons/reflecXon
help
the
team
to
learn
and
solve
the
problem(s)
…
leading
to
higher
performance
(2)
the
CONTEXT
created
enhances
the
psychological
safety
in
the
team,
which
in
turn
posiXvely
impacts
the
effecXveness
of
the
team
learning
++

66. ©2016
Peter
Cauwelier
Team
Psychological
Safety
what
Google
discovered
about
high-­‐performance
teams

67. TEAM
PSYCHOLOGICAL
SAFETY
«
a
shared
understanding
by
members
in
a
team
that
the
team
is
safe
for
interpersonal
risk
taking
»
©2016
Peter
Cauwelier

68. DYSFUNCTIONAL
TEAM
HIGH
TEAM
PSYCHOLOGICAL
SAFETY
LOW
TEAM
PSYCHOLOGICAL
SAFETY
HIGH-­‐PERFORMANCE
TEAM
©2016
Peter
Cauwelier
YOUR
TEAM
1
2
3
4
5
6
7
When
working
on
TEAM
PERFORMANCE
think
about
what
you
can
do
to
ACCELERATE
the
development
of
TEAM
PSYCHOLOGICAL
SAFETY

69. ACCELERATING
the
development
of
TEAM
PSYCHOLOGICAL
SAFETY
Team
psychological
safety
Team
learning
behavior
Team
performance
Ac[on
Learning
Peer
coaching/mentoring
?
MBTI
?
FIRO
?
Belbin
?
Team
Building
?
(Edmondson,
A.
C.
2003)
©2016
Peter
Cauwelier

70. «
There
is
no
learning
without
ac[on,
and
there
is
no
ac[on
without
learning.
»
Reginald
Revans
©2016
Peter
Cauwelier