In our last four blog posts⁽¹⁾, we have covered the importance and implications (the why and what) of psychological safety in the workplace. This article will now shift its focus towards exploring methods (the how) to establish a psychologically safe environment at work.

"In a psychologically safe environment, the fear of failure is replaced by the courage to innovate."

Previous discussions regarding incidents have shed light on the fact that many could have been prevented if employees felt comfortable expressing their concerns. While it is often argued that these individuals should have displayed courage, simply acknowledging this does not provide a solution. Merely urging people to speak up due to obligations is not a strategy as it places the responsibility solely on individuals without offering a supportive atmosphere. To truly normalize communication, psychological safety must be deeply implemented within the organization, accompanied by clear expectations for fostering transparency.

What we learned from the Space Shuttle Colombia disaster

“Social normalization of deviance means that people within the organization become so much accustomed to a deviation that they don’t consider it as deviant, despite the fact that they far exceed their own rules for the elementary safety” —Diane Vaughan, 1996

The Columbia disaster serves as an example of how a psychologically safer environment at NASA could have prevented the tragedy. The accident highlighted the significant consequences of a hierarchical culture where lower-level employees, like engineer Rodney Rocha, felt unable to assert their concerns about safety issues effectively.

Rodney Rocha, the Space Shuttle Chief Engineer at the Johnson Space Center in 2003, played a crucial role in identifying the potential risks to the Space Shuttle Columbia. Despite his concerns, his requests for additional scrutiny were dismissed by higher-ups, which he attributed to a culture of "normalization of deviance" and confirmation bias within NASA. This term, coined by sociologist Diane Vaughan⁽²⁾, refers to how deviating from correct or proper behavior becomes normalized in a corporate or governmental culture⁽³⁾.

Rocha recounted how he and the debris assessment team unanimously agreed on the need for a better picture of the tile damage on the shuttle. They were unable to start a credible analysis without a photograph of the damage. He tried at least half a dozen times to request the space agency to obtain imagery from outside sources, but his efforts, along with similar attempts by other engineers, were rebuffed. Rocha recalled a manager telling him he refused to be a "Chicken Little," implying an overreaction to the situation.

In his communications, Rocha emphasized the severity of the situation, highlighting the potential grave hazards from the damage. In an email to the manager of the shuttle engineering office, Paul Shack, Rocha suggested that the astronauts simply inspect the impact area. However, Shack did not respond to this suggestion. Rocha's second email appeal for satellite imagery was more assertive, asking if they could "petition (beg) for outside agency assistance" in boldface, highlighting the urgency he felt.

Despite the lack of support, Rocha continued to express his concerns through official channels. He wrote a draft email stating, "In my humble technical opinion, this is the wrong (and bordering on irresponsible) answer," but hesitated to send it. Instead, he discussed his concerns with a colleague, Carlisle Campbell, who also recognized the gravity of the situation. Rocha's decision to use formal channels was influenced by a culture within NASA that discouraged engineers from escalating concerns beyond their immediate supervisors.

Rocha noted that after the Columbia shuttle disaster, NASA underwent significant cultural changes to improve psychological safety. They established the Safety Culture program, providing a platform for the NASA community to voice safety concerns without fear of repercussions. This program exemplifies 'challenger safety,' where team members can safely disagree or propose alternative ideas without fear of retribution, thus fostering a culture of openness and safety.

What is essential to take away from this story is that a climate in which people err on the side of silence – implicitly favoring self-protection and embarrassment avoidance over the possibility that one's input may be desperately needed at that moment – is a severe risk factor. It is undoubtedly more beneficial for individuals to express their questions or concerns and risk being incorrect rather than keeping silent. However, this realization is not always consciously acknowledged by most people. Raising concerns that turn out to be unfounded presents a learning opportunity for the person speaking up and for those listening, who thereby glean crucial information about what others understand or don't understand about the situation or the task.

Fostering a psychologically safe workplace is complex and ongoing work.

"True leadership creates an environment where taking risks and learning from failure is encouraged and supported."

To enhance safety in the workplace, we must first grasp its essence. Some aspects must be taken into consideration. It's not about being pleasant; it involves creating an environment of respect, transparency, and continuous individual and team growth. A safe workplace fosters open conversations, innovative problem-solving, and the unrestricted exchange of ideas, which can ultimately lead to performance and innovation.

Here are some fundamental steps:

1. Leadership Commitment; Leaders play a key role in this process. They must exemplify the behavior they expect from others by displaying vulnerability, encouraging participation, and responding constructively to feedback.
2. Foster Open Communication; Establish channels for feedback that are easily accessible to all. Regular team meetings, anonymous suggestion boxes, and open-door policies can facilitate this.
3. Normalize Failure and Learning; Emphasize that failure is a part of learning and personal growth. Encourage teams to openly share their mistakes. Collectively learn from them without fear of blame or shame.
4. Promote  Diversity; A workplace that values and respects different perspectives contributes significantly to psychological safety. Ensure that every voice is heard and acknowledged.
5. Provide Training and Development Opportunities; Equip your team with communication, conflict management, and collaborative work skills.
6. Create a company agreement about communication flows, constructive interaction, and conflict resolution, valuing diversity and mutual respect.

Finally, consistently conducting check-ins and surveys is vital for evaluating the extent of the safety of the workplace environment and pinpointing areas that require improvement.

By incorporating these steps, you can establish a work environment that promotes the expression of ideas and concerns from employees free from any worry of criticism or negative consequences.

What are some examples of other companies’ activities for improving psychological safety?

"Creating a psychologically safe workplace is about fostering a culture where differences are celebrated and vulnerability is seen as a strength, not a weakness."

Earlier blogs mentioned Google’s activities related to psychological safety, and today, we discussed NASA’s efforts in this respect. What did some other companies do?

• Toyota's "Andon" System:  Toyota has implemented the "Andon" system in its manufacturing facilities. This system authorizes employees to stop the production if they encounter any quality problems. Through this approach, Toyota places importance on safety. It encourages workers to express their concerns without fear of negative repercussions.  This approach has resulted in higher quality standards and promoted a culture of open communication within the company.

• Pixar's Creative Collaborations: Known for its animated films, Pixar places a strong emphasis on psychological safety to foster creative collaborations. The studio's "Braintrust" meetings encourage open feedback and constructive criticism on projects in development, cultivating a culture of innovation and artistic excellence.

• Unqork's Diversity, Equity, and Inclusion (DEI) Practices: Enterprise software company Unqork incorporates diversity, equity, and inclusion into its interview process and operational practices. They conduct trust-and-respect-building sessions for leaders every month, creating an inclusive culture. This approach exemplifies inclusion safety, ensuring employees from all backgrounds feel safe and valued.

In conclusion

Creating a workplace that is genuinely psychologically safe may seem challenging to achieve. Nevertheless, an increasing number of organizations are now striving to establish this. The leaders in these organizations recognize the significance of safety as mission-critical in today's knowledge-driven economy. Consequently, they view creating a safe organization as an objective rather than a one-time accomplishment. It is a dynamic process highlighting the value of dedication and flexibility in fostering an open and secure work culture.

Note
(1) Previous blogs

• ‍The Importance of Psychological Safety
• ‍Psychological Safety - Fear in the Workplace
• ‍Common Misconceptions About Psychological Safety
• ‍Why Psychological Safety is Key in the Workplace

(2)Diane Vaughan  

(3)The Cost of Silence: Normalization of Deviance and Group Think