Building Effective Teams by Fostering Psychological Safety
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Pramesh Vaidya discusses fostering psychological safety in teams. He defines psychological safety as a climate where people feel safe enough to take interpersonal risks by speaking up and sharing concerns. Creating psychological safety increases engagement, collaboration, creativity and overall well-being. It is not about being nice or lowering standards, but rather raising awareness and responsibility. Vaidya outlines the GROW model for coaching teams to establish goals, understand current realities, brainstorm options, and commit to actions to improve psychological safety. He provides examples of behaviors that demonstrate or undermine psychological safety and emphasizes framing work as a learning problem to cultivate curiosity, acknowledge fallibility, and model questioning.
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Building Effective Teams by Fostering Psychological Safety
- 1. Pramesh Vaidya Regional Scrum Gathering Nepal 2020 September 6, 2020 Building Effective Teams by Fostering Psychological Safety
- 3. What is a team?
- 5. Dynamics of a effective Team
- 6. Variables not Significant • Colocation of teammates • Consensus-driven decision making • Extroversion of team members • Individual performance of team members • Workload size • Seniority • Team size • Tenure
- 8. Navy SEALs • Competent Team Members with a Special Skill • Trust, Collaborative Climate • High level of external support and recognition • A High standard of Excellence • Principled leadership, team leaders serving as coaches
- 9. Psychological Safety A climate where people feel safe enough to take interpersonal risks by speaking up and sharing concerns, questions, or ideas. Amy Edmondson
- 10. Why Psychological Safety? • Drives higher engagement, collaboration, and participation • Increases creativity, conflict resolution, and overall well-being. Productive 5070 Engaged 76 Likely to Stay 50 Study by The Science of Creating High-Performing Teams
- 11. What Psychological Safety is not? • It is not about being nice • It is not a personality factor • It is not just another word for trust • It is not about lowering performance standards
- 12. Reference Case
- 13. GROW Model
- 14. What is GROW Coaching Model? GOAL • What do you want? • What more do you want? REALITY • What is happening now? • Exactly what is happening now? OPTIONS • What could you do? • What else could you do? WILL • What will you do? • Precisely what will you do?
- 15. GROW Coaching Model GROW is not coaching in itself: “even dictators can use GROW!” Coaching is about raising awareness and responsibility: helping them to learn rather than teaching them GROW coaching is so effective that you can even use it to coach yourself
- 16. GROW Coaching Model • What would you like to work on? • What is your goal related to this issue? • What are the benefits for you in achieving this goal? • What will it be like if you achieve your goal? • What action have you taken so far? • What is moving you toward your goal? • What is getting in the way? • What different kind of options do you have to achieve your goal? • What else could you do? • What are the principal advantages and disadvantages of each option? • Which options will you choose to act on? • When are you going to start each action? • How committed are you, on a scale of 1–10, to taking each of these actions? • If it is not a 10, what would make it a 10? GOAL REALITY OPTIONS WILL
- 17. GROW: Psychological Safety • What does psychological safety mean for the team? • Why psychological safety matters for the team? • What will it enable you to do? Use of Survey Questionnaire: • If you make a mistake on this team, it is often held against you • Members of this team are able to bring up problems and tough issues • People on this team sometimes reject others for being different. • It is safe to take a risk on this team. • It is difficult 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 utilized. • Demonstrate engagement • Show understanding • Be inclusive in interpersonal settings • Be inclusive in decision-making • Show confidence and conviction without appearing inflexible • Which options will you choose to act on? • When are you going to start each action? • How committed are you, on a scale of 1–10, to taking each of these actions? • If it is not a 10, what would make it a 10? GOAL REALITY OPTIONS WILL
- 18. Workshop
- 19. Fostering Psychological Safety • Frame the work as a learning problem, not an execution problem • Acknowledge your own fallibility • Model curiosity and ask lots of questions
- 20. References “The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth” by Amy Edmondson “Guide: Understand team effectiveness” by Google re:Work “Extreme Ownership, how US Navy SEALs lead and win” by Jocko Willink and Leif Babin TEDx video on “Building a psychologically safe workplace” by Amy Edmondson
- 22. Thank You
Editor's Notes
- LogPoint Agile Enthusiast Speaker
- What comes to your mind when you think of the word team? (group of people, dependency, common goal) Many definitions and frameworks exist, On a fundamental level, teams are highly interdependent - they plan work, solve problems, make decisions, and review progress in service of a specific project. Team members need one another to get work done
- Visualize the team that is effective vs. one that is not effective 2. Based on Qualitative & Quantitative assessment (Executive, Team leader, Team member evaluation of the team, Sales performance against quarterly quota) 3. The researchers found that what really mattered was less about who is on the team, and more about how the team worked together
- Variables not significantly connected with team effectiveness at Google: It’s important to note though that while these variables did not significantly impact team effectiveness measurements at Google, that doesn’t mean they’re not important elsewhere. For example, while team size didn’t pop in the Google analysis there is a lot of research showing the importance of it. Many researchers have identified smaller teams - containing less than 10 members - to be more beneficial for team success than larger teams.
- 1. Lots have been published regarding the Spotify engineering culture (Autonomy & Alignment). But there is minimal research information on the attributes of effective agile teams in Spotify. 2. To measure the effectiveness of squads, Spotify periodically perform the health checks and conduct workshops References: https://labs.spotify.com/2014/09/16/squad-health-check-model/ https://reqtest.com/agile-blog/how-spotify-does-agile-a-look-at-the-spotify-engineering-culture/ https://medium.com/productmanagement101/spotify-squad-framework-part-i-8f74bcfcd761 https://www.spacerefinery.com/spotify-squads-agile-design/
- Very less has been written about Navy SEALs. However, based on whatever is available Extreme Ownership, how US Navy SEALs lead and win by Jocko Willink and Leif Babin. References: https://sites.psu.edu/leadership/2014/04/26/why-are-navy-seals-a-team-as-opposed-to-a-group/ https://www.inc.com/pierre-yves-hittelet/navy-seal-leadership-lessons.html
- Based on the study of a team from these varied organizations, we would not be mistaken if we consider Psychological Safety as one of the most important attribute of an effective team. It may not be the most important factor with every team. But it is definitely one of the most important. Let’s explore Psychological Safety; So what is Psychological Safety? According to Harvard Business School professor Amy Edmondson, who coined the term: However, inherent behavior is not to speak (example: silent team meeting); So, as a leader we need to create an environment to foster psychological safety. Why Fear Is Not an Effective Motivator: Brain science has amply demonstrated that fear inhibits learning and cooperation. Research has shown that without Psychological Safety Dis engagement, motivation, commitment to organizations Mission, high turnover Range: Innovation – Business Risk to Human Safety Risk (Innovation that didn’t occur as people are holding back) References: 1. https://www.impraise.com/blog/what-is-psychological-safety-and-why-is-it-the-key-to-great-teamwork 2.
- Increased Psychological Safety drives higher engagement, collaboration, and participation. It increases creativity, conflict resolution, and overall well-being. A study by The Science of Creating High-Performing Teams shows that employees who feel their teams are safe are: – 76% more engaged – 50% more productive – 50% more likely to stay References: https://liberationist.org/high-performing-teams-need-psychological-safety/
- Making it possible for productive disagreement and free exchange of ideas Some have interpreted psychological safety as a synonym for extroversion. In a psychologically safe climate, people will offer ideas and voice their concerns regardless of whether they tend toward introversion or extroversion. Psychological safety is experienced at a group level. Trust, on the other hand, refers to interactions between two individuals or parties; For instance, you might trust one colleague but not another. It is not about becoming “comfortable” at work. Some equate psychological safety with relaxing performance standards. Psychological safety sets the stage for a more honest, more challenging, more collaborative, and thus also more effective work environment. References: https://qz.com/work/1470164/what-is-psychological-safety/
- Example of VW and Wells Fargo (Ambitious Goal but closed ears) References: 1. https://www.impraise.com/blog/what-is-psychological-safety-and-why-is-it-the-key-to-great-teamwork 2.
- Now we have got some understanding of the psychological safety. Let’s explore how we can foster that as a leader. Of many coaching frameworks, GROW is one of it
- References: https://www.performanceconsultants.com/wp-content/uploads/GROW-Model-Guide.pdf
- 1. it should used in conjunction with coaching skills
- Reference: https://rework.withgoogle.com/guides/understanding-team-effectiveness/steps/foster-psychological-safety/
- Now we have got some understanding of the psychological safety. Let’s explore how we can foster that as a leader. Of many coaching frameworks, GROW is one of it
- Reference: Fallibility: the tendency to make mistakes or be wrong. https://rework.withgoogle.com/guides/understanding-team-effectiveness/steps/foster-psychological-safety/
- LogPoint Agile Enthusiast Speaker