You implement a 360-degree feedback program to create a culture of open communication. However, the reviews are overwhelmingly positive, lacking any constructive criticism. Sound familiar? This pattern of compliments surrounding mild critiques suggests employees maybe hesitant to offer honest, potentially negative feedback, fearing repercussions and that your company lacks psychological safety.
A recent study found that 70% of employees withhold their opinions due to fear of negative repercussions. This silence is a silent killer, stifling innovation and hindering growth.
What is Psychological Safety, Really?
Psychological safety isn't just a buzzword; it's the bedrock of high-performing teams. Coined by Harvard professor Amy Edmondson, it's the belief that you won't be punished for speaking up. It's the freedom to be yourself, to question the status quo, and to learn from mistakes without fear.
The ROI of Fearlessness
The numbers don't lie. Companies with high psychological safety see:
. A 35% increase in employee engagement (Gallup)
. Up to 70% improvement in decision-making quality (Harvard Business Review)
. A 12% increase in productivity (Google)
Fear Holds Firms Back
Psychological safety doesn’t mean avoiding discomfort. True learning and growth often involve some discomfort. The key is to take risks in an environment free from negative interpersonal consequences. This "felt permission for candor" is vital for fostering innovation, inclusion, learning, and resilience within an organization.
Edmondson's research shows that psychological safety is crucial for effective teamwork and organizational success. In "fearless" organizations, employees can brainstorm openly, voice incomplete thoughts, challenge the status quo, share feedback, and handle disagreements together.
What does this have to do with Internal Communications?
Internal communications can significantly foster this crucial element. Let’s take a deep dive into the four dimensions of psychological safety and learn how it is critical to corporate priorities such as inclusion and belonging, innovation, learning, and resilience.
1. Silencing the Awkward Silence: Inclusion Safety
Feeling valued and accepted for who you are isn't just comforting; it's a critical element of psychological safety. A diverse team with high inclusion safety can outperform a homogenous one by up to 30% (McKinsey).
Internal communications can drive inclusion by:
. Amplifying diverse voices through employee spotlights and stories.
. Using inclusive language in all internal messaging.
. Creating platforms for underrepresented groups to share their perspectives.
2. Treating Mistakes as Opportunities: Learner Safety
Creating an environment where employees feel safe to make mistakes and learn from them is essential for any organization aiming for long-term success. According to a Gallup study, organizations with high levels of psychological safety saw a 67% increase in employees applying newly learned skills at work.
IC can foster a learning culture by:
. Sharing success stories that highlight learning from failures.
. Creating internal communication channels dedicated to knowledge sharing.
. Promoting continuous learning initiatives through internal campaigns.
3. Encouraging Healthy Debate: Challenger Safety
Challenger safety is one of the core dimensions of psychological safety, where employees feel safe to question and challenge existing practices and ideas. Research shows that when employees feel psychologically safe, 58% feel able to challenge traditional ways of doing things to reach better outcomes for customers and clients.
IC can stimulate challenge by:
. Creating forums for open dialogue and debate.
. Sharing examples of successful challenges to the status quo.
. Highlighting the importance of different perspectives in problem-solving.
Leading by Example
Leaders that model vulnerability and openness, they create conditions that help people feel comfortable asking questions and coming forward with ideas. Leadership internal communications that incorporate questions such as “Have I missed anything?”, “Does anyone have a different perspective?”, and “What other ideas can we come up with?” invite healthy conversation.
Conclusion: From Fear to Fierce
Building a psychologically safe work place is an ongoing journey. By strategically leveraging internal communications, organizations can create a culture where employees feel empowered, valued, and supported. This leads to higher innovation, better decision-making, and increased employee engagement.
Remember: Psychological safety isn't about eliminating discomfort; it's about creating a space where people can thrive despite it. It's the difference between a team that's merely surviving and one that's truly thriving.
