Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE
-
0:05 - 0:09A nurse on the night shift
in a busy urban hospital -
0:09 - 0:12notices that the dosage
for a particular patient -
0:13 - 0:14seems a bit high.
-
0:15 - 0:17Fleetingly, she considers
calling the doctor at home, -
0:18 - 0:19to check the order.
-
0:19 - 0:21Just as fleetingly,
-
0:21 - 0:23she recalls his disparaging comments
about her abilities, -
0:24 - 0:26last time she called him at home.
-
0:26 - 0:30All but certain
the dose is in fact fine - -
0:30 - 0:33the patient is, after all,
on an experimental protocol, -
0:33 - 0:34which justifies the high dose -
-
0:35 - 0:39she hits for the cart, gets the med
and goes towards the patient's bed. -
0:40 - 0:42Quite far from the urban hospital,
-
0:43 - 0:47a young pilot
in a military training flight -
0:47 - 0:51notices that his senior officer
might have made a crucial misjudgement. -
0:52 - 0:53He lets the moment go by.
-
0:55 - 0:57Far from both of those stories,
-
0:57 - 1:00a senior executive
who has recently been hired -
1:00 - 1:02by a very successful
consumer product's company -
1:02 - 1:04to join the top management team,
-
1:05 - 1:08has grave reservations
about a planned take over. -
1:09 - 1:11New to the team, feeling like an outsider,
-
1:12 - 1:15everyone else is so
enthusiastic about the plan, -
1:15 - 1:17he doesn't say anything.
-
1:17 - 1:20These are three episodes
of workplace silence -
1:20 - 1:22when voice was necessary.
-
1:22 - 1:24Voice would have been helpful.
-
1:24 - 1:25Now, you may think,
-
1:25 - 1:28"If I were in their shoes,
I wouldn't do that." -
1:28 - 1:30Or you may be aware, as I am,
-
1:30 - 1:33of just how often this happens
in the modern workplace. -
1:35 - 1:38I've been fascinated
by this problem for a long time. -
1:38 - 1:39Why does this happen?
-
1:39 - 1:41It's quite simple, actually.
-
1:41 - 1:45It turns out that no one
wakes up in the morning -
1:45 - 1:48and jumps out of bed because they
can't wait to get to work today -
1:48 - 1:52to look ignorant, incompetent,
intrusive or negative, right? -
1:52 - 1:53(Laughter)
-
1:53 - 1:56No, on average we'd prefer
to look smart and helpful -
1:56 - 1:59and, you know, positive and helpful.
-
1:59 - 2:03So the good news about all this
is that it's very easy to manage. -
2:04 - 2:06Don't want to look ignorant?
Don't ask questions. -
2:06 - 2:10Don't want to look incompetent?
Don't admit weakness or mistake. -
2:10 - 2:12Don't want to look intrusive?
Don't offer ideas. -
2:12 - 2:15And if you don't want
to look negative, by all means, -
2:15 - 2:18don't criticize the status quo.
-
2:19 - 2:20Now,
-
2:20 - 2:21this strategy -
-
2:22 - 2:24The good news about
this very successful strategy -
2:24 - 2:27is that it works for self protection.
-
2:27 - 2:30The psychologists
call this "impression management," -
2:30 - 2:33and there's a great deal of evidence
that we're quite good at it. -
2:33 - 2:36We learn how to do this
sometime in grade school. -
2:36 - 2:40By the time we're working adults,
it's all but second nature. -
2:40 - 2:42Have you ever had a question,
-
2:42 - 2:44and you look around,
and you don't ask it? -
2:44 - 2:46No one else seems to be asking.
-
2:46 - 2:48Maybe you're supposed to know.
-
2:48 - 2:50You think, "I'll figure it out later."
-
2:51 - 2:52So why does this matter?
-
2:52 - 2:55It matters because
every one of these moments, -
2:55 - 2:56everytime we withhold,
-
2:57 - 3:01we rob ourselves and our colleagues
of small moments of learning, -
3:03 - 3:04and we don't innovate.
-
3:05 - 3:07We don't come up with new ideas.
-
3:09 - 3:13We are so busy, unconsciously,
for the most part, -
3:13 - 3:14managing impressions
-
3:15 - 3:20that we don't contribute
to creating a better organization. -
3:21 - 3:24The nurses don't call,
the pilot doesn't speak up, -
3:24 - 3:27the executive doesn't say anything.
-
3:28 - 3:32The good news is that not
every workplace is in fact this way. -
3:32 - 3:34There are some workplaces
-
3:34 - 3:36where people absolutely
wake up in the morning, -
3:37 - 3:40if not eager, at least willing and ready
-
3:40 - 3:43to take the interpersonal
risks of learning. -
3:43 - 3:47I call these special workplaces
ones that have psychological safety. -
3:47 - 3:50I'll define psychological
safety as a belief -
3:50 - 3:53that it's absolutely okay,
in fact it's expected, -
3:53 - 3:58to speak up with concerns,
with questions, with ideas, with mistakes. -
4:00 - 4:05I got into this, I got interested in this,
actually, quite by accident. -
4:05 - 4:06Let me tell you how it happened.
-
4:06 - 4:11I joined a team of mostly
physicians and nurses, -
4:11 - 4:15and the job of that team
was to find out, to asses, -
4:15 - 4:17they hoped conclusively,
-
4:17 - 4:21what the actual
rate of medication errors was -
4:21 - 4:26in, let's say, some modern
tertiary care hospitals. -
4:26 - 4:31So their job was to set out
to collect data on drug errors, -
4:31 - 4:33human related drug errors.
-
4:34 - 4:35My little part was very simple:
-
4:35 - 4:38I was going to ask the question,
and answer the question, -
4:39 - 4:42"Do better teams, better hospital
patient care teams make fewer mistakes?" -
4:43 - 4:47I used a standard team survey measure
to asses the team effectiveness, -
4:48 - 4:53and trained nurse investigators
visited a number of units in two hospitals -
4:53 - 4:56every couple of days for six months.
-
4:56 - 4:58These were the data
that they came up with. -
4:58 - 5:03These are adverse drug events, errors,
let's just call them medication errors -
5:03 - 5:06that were deem to be based on human error,
-
5:06 - 5:10expressed in terms of
errors per thousand patient dates. -
5:11 - 5:15Now, here's where the story
gets a little weird. -
5:15 - 5:17I got the data, waited patiently,
-
5:17 - 5:21I got the data on the teams,
I got the data on the errors, -
5:21 - 5:23and I ran my analysis.
-
5:23 - 5:24And what did I find?
-
5:25 - 5:28The results were exactly the opposite
of what I had expected. -
5:29 - 5:34It appeared that better teams
were making more mistakes, not fewer. -
5:35 - 5:37From the point of view
of a young researcher -
5:37 - 5:39wanting to publish a paper,
this was a real problem. -
5:40 - 5:42Never mind the other problems, right?
-
5:43 - 5:46So this was a problem.
No, this was a puzzle. -
5:46 - 5:48So I sat down to think: why else?
-
5:49 - 5:53I thought about the need for coordination
between physicians and nurses. -
5:53 - 5:56I though about the need
for team work on the fly, -
5:56 - 5:58for speaking up, for double checking.
-
5:59 - 6:00And I thought, "Maybe" -
-
6:00 - 6:02in a kind of blinding flash
of the obvious - -
6:02 - 6:06I thought, "Maybe the better teams
aren't making more mistakes, -
6:06 - 6:08maybe they're more willing
to discuss them." -
6:08 - 6:12What if the better teams
have a climate of openness -
6:12 - 6:14that allows them to report
-
6:14 - 6:16and even get to the bottom
of these things? -
6:17 - 6:20Now, having that insight
was a far cry from proving it. -
6:20 - 6:22So what did I do?
-
6:22 - 6:27I sent out a young research assistant
to study these units very carefully. -
6:27 - 6:30He had to have no preconceptions,
he didn't know the error rates, -
6:30 - 6:33he didn't know how they scored
on the team survey, -
6:33 - 6:35he didn't even know my hypothesis.
-
6:35 - 6:37And I said, "What did you learn?"
-
6:37 - 6:38And you know what he found?
-
6:38 - 6:42He found that these units,
these eight units were wildly different -
6:42 - 6:45in terms of whether they
were willing and able -
6:45 - 6:47and did in fact talk about errors.
-
6:47 - 6:51Some of them were actually
actively talking about them all the time -
6:51 - 6:54and in the process of trying together
to work together to find new ways -
6:54 - 6:56of reducing them.
-
6:56 - 6:59Much later, I called this
psychological safety. -
6:59 - 7:02Now, you might want to know,
What was the sorting rule in this chart? -
7:02 - 7:03It looked at first
-
7:03 - 7:07like I was trying to get it
from highest error rates to lowest, -
7:07 - 7:11and I'm just not very good at math
and got mixed up in the middle. -
7:11 - 7:11No.
-
7:11 - 7:13These are sorted
-
7:13 - 7:19by the research assistant's ratings
of the openness of the climate. -
7:19 - 7:22As you can see, the correlation
is very high indeed. -
7:22 - 7:24Okay, so how do you build it?
What do you do? -
7:24 - 7:26If you're a leader and you say, "Wow,
-
7:26 - 7:29I want to have psychological safety
in my workplace"? -
7:29 - 7:32Let me just suggest
three simple things you can do -
7:32 - 7:34so that that nurse does make the call,
-
7:34 - 7:36the pilot does speak up,
-
7:36 - 7:40the executive even reveals
his concern about the takeover. -
7:41 - 7:45First, frame the work
as a learning problem, -
7:45 - 7:47not an execution problem.
-
7:47 - 7:51Recognize, make explicit
that there's enormous uncertainty ahead -
7:51 - 7:53and enormous interdependence.
-
7:54 - 7:56Given those two things,
we've never been here before. -
7:56 - 7:58We can't know what will happen.
-
7:59 - 8:03We've got to have everybody's brains
and voices in the game. -
8:03 - 8:06That creates the rationale
for speaking up. -
8:06 - 8:10Second, acknowledge your own fallibility.
-
8:12 - 8:13You know you're fallible.
-
8:14 - 8:15Say simple things like,
-
8:15 - 8:19"I may miss something
I need to hear from you." -
8:19 - 8:23This goes, by the way, for subordinates
and colleagues, peers alike. -
8:23 - 8:27That creates more safety for speaking up.
-
8:27 - 8:31And third, model curiosity.
Ask a lot of questions. -
8:31 - 8:34That actually creates
a necessity for voice. -
8:34 - 8:37And so, these three simple things
can go a long way -
8:37 - 8:39towards creating the kind of workplace
-
8:39 - 8:43where we can avoid
the catastrophes you saw coming -
8:43 - 8:45in those three opening vignettes.
-
8:45 - 8:50Now, at this point in describing
and teaching about these things -
8:51 - 8:55most managers I talk to
start to get a little nervous. -
8:55 - 9:00They say, "I get it, I understand
how this could really help people learn. -
9:00 - 9:03I understand, and I don't want
to hear about errors. -
9:03 - 9:07But are you saying I have to dial back
a little on excellence? -
9:07 - 9:09Is it not longer possible
-
9:09 - 9:11to hold people accountable
for great results? -
9:11 - 9:14To hold their feet close to the fire?"
-
9:15 - 9:18And I say, "No, in fact,
I don't think it's a trade-off. -
9:18 - 9:20I think it's two separate dimensions.
-
9:21 - 9:23Two dimensions
that you have to think about." -
9:23 - 9:26In fact, when I'm talking
about psychological safety, -
9:26 - 9:29I'm essentially talking
about letting up on the breaks. -
9:29 - 9:31I'm not talking about ...
-
9:33 - 9:34the gas.
-
9:34 - 9:37I'm not talking about motivation.
-
9:37 - 9:39There's a lot out there on motivation,
-
9:39 - 9:42and it's really important,
and it's important to understand it. -
9:42 - 9:45But I'm talking about
it's equally important to free people up, -
9:45 - 9:49to really engage
and not be afraid of each other. -
9:49 - 9:51So if you don't do either, by the way,
-
9:51 - 9:54that's the apathy zone
and that's quite sad, so let's move on. -
9:54 - 9:58If you only do psychological safety,
yes, well, it's possible, -
9:59 - 10:02you're creating a comfort zone,
leaving money on the table. -
10:04 - 10:06But this is the one
I'm more worried about, -
10:06 - 10:09and I wish more managers
were worried about it too. -
10:09 - 10:16If you're only talking about
people's accountability for excellence -
10:16 - 10:19and not making sure
they're not afraid to talk to each other, -
10:19 - 10:21then they're in the anxiety zone.
-
10:21 - 10:24This is were the nurse was,
this is were that young pilot was, -
10:24 - 10:26even the senior executive
was in this place, -
10:26 - 10:28and that's a very dangerous place to be.
-
10:28 - 10:30Of course, where do I want you to be?
-
10:30 - 10:34I want you to be high, high
in the learning zone. -
10:35 - 10:37And let me just say,
in case it wasn't clear yet, -
10:38 - 10:42that this is also one and the same
as the high performance zone -
10:42 - 10:46as long as there's uncertainty
and interdependence. -
10:46 - 10:49If you have no uncertainty
and no interdependence, it's fine. -
10:49 - 10:51You don't need psychological safety.
-
10:51 - 10:53It's fun to have, but not necessary.
-
10:53 - 10:56But if you have both
uncertainty and interdependence, -
10:56 - 11:00it's absolutely vital
that you have psychological safety. -
11:00 - 11:04So the workplace out there,
the complexity, the interdependence, -
11:04 - 11:07it's not going to go away any time soon.
-
11:07 - 11:10We need people to bring
their absolute full selves -
11:11 - 11:12to the challenging jobs ahead,
-
11:12 - 11:17and I hope you will help me
create those kinds of workplaces -
11:17 - 11:22so that they can learn and become
their full and most contributing selves. -
11:23 - 11:24Thank you.
-
11:24 - 11:26(Applause)
- Title:
- Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE
- Description:
-
Amy Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School, is well known for her work on teams.
This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at http://ted.com/tedx
- Video Language:
- English
- Team:
- closed TED
- Project:
- TEDxTalks
- Duration:
- 11:27
Peter van de Ven approved English subtitles for Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE | ||
Peter van de Ven accepted English subtitles for Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE | ||
Peter van de Ven edited English subtitles for Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE | ||
Peter van de Ven edited English subtitles for Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE | ||
Peter van de Ven edited English subtitles for Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE | ||
Peter van de Ven edited English subtitles for Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE | ||
Peter van de Ven edited English subtitles for Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE | ||
Peter van de Ven edited English subtitles for Building a psychologically safe workplace | Amy Edmondson | TEDxHGSE |