The topic 'Safety at Workplace' has been the focus of discussion for a long time. The current pandemic has once again brought this issue to the fore for managers and leaders to reconsider and re-establish their organization's employees' health and safety policies. It is an opportunity for leaders to make them holistic and inclusive, focusing not only on physical security but also on the psychological aspects of security. In this context, 'psychological protection,' popular among behavioral scientists, has been recognized as a great tool for team building and enhancing employee performance.
Psychological security is defined as a person's conviction that they will not be humiliated, punished, or shamed for openly expressing their genuine thoughts, concerns, questions, or errors. Professor of Leadership and Management at the prestigious Harvard Business School.
Developed by Amy Edmondson on and defined by Teams, He is also famous for his exemplary work. Amy suggests that groups and teams where members can openly share their questions, doubts, views, admit errors, express disagreements ultimately emerge as teams with better performance and higher individual contribution. Psychological safety at the workplace lays the foundation for authenticity, openness, and inclusion in the organizational culture.
This is more important than ever because of the limited interaction between remote working virtual teams compared to traditional office environments. During the pandemic, employees are worried and facing many speculations, and work from home added stress of balancing personal life between formal workplace meetings and household responsibilities. Psychological security can empower them to contribute effectively to new and changing realities.
4 Measures of Psychological Protection
Managers and leaders need to find new solutions to change policy and create new rituals and practices that focus on the core values of the culture and psychological safety. This will empower their subordinates and co-workers to feel safe to ask questions, learn from mistakes, and seek support and help whenever needed, without fear or hesitation. In his book, the author Timothy R. Clarke, 'The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation', states that psychological security can be established in four stages.
phase l
Make the employees feel 'involved' in the organization. This can be ensured by involving employees in decision-making for decisions directly affecting their team or work. Director,
Phase II
Employees are focused on 'Building up IIM Indore
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Stage III
In the third stage, employees' are inspired and feel safe to share their unique perspectives on new ideas without the fear of being perceived as strange or illogical individuals based on their ideas.
This will be counted as This expands the scope of innovation. This can be achieved through reflective listening and active and spontaneous conversation by the team leader. They should constantly seek suggestions and be ready to revise their original plans/strategies.
Fourth Stage
The one which is usually the most difficult to achieve is when the employees fearlessly question the shortcomings and limitations in the existing system and challenge the status quo. This is where they get inspiration to bring about positive change. They need to recognize the need for continuous improvement, away from their affinity and attachment to established systems and processes. With the continuous efforts of the team leaders, this point can be reached.
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