Organizations are recognizing that their most valuable assets are not just their products or services, but their people. Creating a culture where employees feel safe to express ideas, ask questions, and make mistakes without fear of ridicule or retribution is crucial for fostering innovation and growth. This concept is known as psychological safety. The image shown is taken from a recent copy of the harvard business review and shows a clear benefit for maintaining a workplace that seeks to have a high degree of psychological safety.
What is Psychological Safety?
Psychological safety refers to an environment where employees feel comfortable being themselves, expressing concerns, admitting mistakes, and proposing new ideas. This environment encourages open communication and collaboration, which are essential for innovation, problem-solving, and continuous improvement. The concept, extensively studied and popularized by Harvard Business School professor Amy Edmondson, is fundamental in helping organizations develop a culture of trust and learning.
The Erosion of Psychological Safety Among New Hires
Research, including studies highlighted in the Harvard Business Review, shows that new employees often begin their tenure with a high level of psychological safety, feeling confident and excited to contribute to their new team. However, this initial sense of security can quickly deteriorate due to a phenomenon known as “reality shocks.”
When new hires encounter a gap between their expectations and the reality of their new workplace environment—whether it’s the culture, the management style, or peer interactions—they may start to feel less safe to speak up. This decline in psychological safety can severely impact their ability to learn and perform effectively. Without the confidence to ask questions or admit mistakes, new employees may choose to remain silent, missing opportunities for growth and innovation.
Why Psychological Safety Matters in Supply Chain Management
In complex fields like supply chain management, where the landscape is rapidly changing and the stakes are high, psychological safety is even more critical. Supply chains are inherently complex, involving multiple stakeholders, high variability, and significant risks. Ensuring that all team members feel safe to voice concerns, report errors, or suggest improvements is essential to maintaining a resilient and agile supply chain.
Moreover, as highlighted by the recent experience of Delta Air Lines, onboarding and integrating new employees into such a complex system can present challenges. When employees are not psychologically safe, they are less likely to seek the guidance they need or to take the initiative in solving problems, which can lead to operational inefficiencies or costly errors.
Strategies to Foster Psychological Safety
- Interpersonal Skills Training: Investing in training programs that emphasize empathy, active listening, and constructive feedback can help create an environment where employees feel supported. Leaders and managers should model these behaviors to set a standard for the rest of the organization.
- Framing the Work as a Learning Process: Leaders should frame tasks and projects as opportunities for learning rather than just performance. This approach encourages employees to take calculated risks and innovate without the fear of failure.
- Appreciative Responses to Risk-Taking: When employees propose ideas, ask questions, or make mistakes, leaders should respond with appreciation and support. This does not mean tolerating poor performance, but rather recognizing the value of learning from every experience.
- Creating Supportive Onboarding Programs: Onboarding programs that emphasize mentorship, clear communication, and cultural acclimation can help new hires adjust more smoothly and retain their initial psychological safety.
- Regular Check-Ins and Feedback Loops: Maintaining open lines of communication through regular check-ins and feedback sessions can help employees feel valued and heard, reinforcing psychological safety.
The Role of Psychological Safety in a Post-Pandemic World
As organizations adapt to the post-pandemic landscape, psychological safety has become more important than ever. Remote and hybrid work arrangements have added layers of complexity to workplace dynamics, making it harder for employees to read social cues and gauge their psychological safety. Leaders must therefore be even more deliberate in fostering an inclusive, communicative, and supportive environment.
Conclusion
Psychological safety is not just a nice-to-have; it’s a fundamental aspect of a healthy workplace culture. It allows employees to engage fully, learn continuously, and innovate effectively. For industries like supply chain management, where agility and quick decision-making are crucial, maintaining a high level of psychological safety is essential. By understanding the dynamics that erode psychological safety and actively working to reinforce it, organizations can build more resilient, high-performing teams capable of navigating today’s challenges and seizing tomorrow’s opportunities.
