User:Antoinette Bre Brown/sandbox

GROUP/TEAM WIKI OUTLINE FORM

Group/Team Members:

(May Parker), MParker994@my.amberton.edu;

(Theresa Stewart) TStewart387@my.amberton.edu;

(Antoinette Brown) ABrown471@my.amberton.edu

(Professor Varaidzo Nyamandi) VNyamandi@amberton.edu

Table of Content:

Preface……………………………………………………………………………... Page 1

Psychological Safety in Organization…………….………………………………………... Page 1

Organizational Communication/Psychological safety affects the entirety of the employee……Page 2

Psychological safety in the workplace……………………………………………....Page 3

4 Stages of Psychological Safety …………………………………………………...Page 4

Employees feel a sense of security………………………………………………… Page 5

Creating a mentally safe workspace for employees……………………………….Page 6

Psychological safety training………………………………………………………....Page 7

References……………………………………………………………………………..Page 8-9

WIKI Team Page Link: https://en.wikipedia.org/wiki/User:Antoinette_Bre_Brown/sandbox

Team Overview:

We are not allocating due to the number of people that we have on our team. We are going to collaborate together on this project and will submit this from Antoinette Brown/May Parker, the leaders of this project.

Psychological Safety in Organization.

May’s Wiki Submission  -

In Organizational Communication, research has proven a significant component of learning is the enacted environment, the sum of external parties to which employees regularly pay attention (Eisenberg et al., 2017). Our team chose the topic of psychological safety in organizations because of its relevance. Psychological safety is relevant as it affects all aspects of our existence: workplace, home, community, and church. Our focus will be on the workplace.

Let us define psychological safety so that the contents of this Wiki will be better understood. Gartner (n.d.) defines psychological safety as an environment that encourages, recognizes, and rewards individuals for their contributions and ideas by making individuals feel safe when taking interpersonal risks. CCL (2022) assumes the position which defines psychological safety as a shared belief held by colleagues that others on the team will not humiliate, reject, or chastise them for speaking out. Their opinions, issues, worries, or faults will not affect their position or employment. We agree with both definitions of psychological safety as it takes many forms.

Psychological safety affects the entirety of the employee; therefore, the effects are visible in their personal and professional interactions. This Wiki shows the researched impacts of psychological safety on employees and their relationships in the workplace. Areas of research to be included are the effects of remote, hybrid, and in-office on the employee. By doing so, we will construct a complete and in-depth representation of the employee's psychological safety.

According to the 2017 Gallup poll, 3 out of 10 employees strongly agreed that their opinions don’t count at work. With remote work settings ever-increasing since the global COVID pandemic, the problem has worsened, especially for women. A recent survey from Catalyst showed devastating results of these insecurities; in virtual meetings, 1 out of 5 feel overlooked. In general, people believe the new working environment gives them more flexibility, allowing for psychological safety in the future.

The impact of COVID-19 on Workplace Inclusion: Survey. Catalyst. (2022, April 19). Retrieved November 5, 2022, from https://www.catalyst.org/research/workplace-inclusion-covid-19/.

Although first explored in the 1960s, a renaissance occurred in the 1990s When behavioral scientist Amy Edmondson coined the phrase psychological safety. She defined the phrase as an “absence of fear, a shared belief that the team is safe for interpersonal risk-taking.” Organizations identify psychological safety as a vital element in understanding phenomena such as voice, teamwork, team learning, and organizational learning (Edmonson & Lei, 2014).

Psychological safety in the workplace begins with a team effort to build self-awareness. Recognized preferred ways of thinking and behaving are input. Revealing biases removes their impact on the team. Viewpoints are shared through quantifiable and qualitative questions. These measured results build workplace trust and value. Trust others to experiment without judgment, voice opinions without being shamed, and fail without being labeled a failure (Edmondson & Lei, 2014).

The five companies demonstrating successful implementation of psychological safety chosen by this team are The Wonderful Company, Federal National Mortgage Association (Fannie Mae), Google, Gartner, and Microsoft. These companies understand that when an organization's teams connect emotionally and purposely, they tend to thrive. Working side-by-side opens doors to creativity and innovation. Not only do teams deliver more in their performances, but they also deliver better. They motivate, cultivate, and inspire sustainable competitive advantages for their organization (Kim et al., 2001).

https://www.youtube.com/watch?v=YualM2T1Pso

* This song could be an anthem for the struggle people have gone through trying to stay mentally strong over the past few years.

Main Point 2 (Teri) Why should your audience care about this topic/area? - Tell us why we need to know about this topic; in other words, how important is this area for individuals and organizations to be competent in today’s macroeconomic environment? Why did it become an important area /topic in organizational communication today?

According to Dr. Timothy Clark, author of The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation, employees have to progress through the following 4 stages before they feel free to make valuable contributions and challenge the status quo.


 * Stage 1 — Inclusion Safety: Inclusion safety satisfies the basic human need to connect and belong. In this stage, you feel safe to be yourself and are accepted for who you are, including your unique attributes and defining characteristics. (Clark, 2022)
 * Stage 2 — Learner Safety: Learner safety satisfies the need to learn and grow. In this stage, you feel safe to exchange in the learning process by asking questions, giving and receiving feedback, experimenting, and making mistakes. (Clark, 2022)
 * Stage 3 — Contributor Safety: Contributor safety satisfies the need to make a difference. You feel safe using your skills and abilities to make a meaningful contribution. (Clark, 2022)
 * Stage 4 — Challenger Safety: Challenger safety satisfies the need to make things better. You feel safe to speak up and challenge the status quo when you think there’s an opportunity to change or improve. (Clark, 2022)

Main Point 3 (Antoinette “Bre”)

How have other organizations applied this topic/area? How have organizations/individuals successfully experienced this topic, for example? What are some of the consequences for organizations or individuals in this area?

Psychological safety in an Organization is that employees feel a sense of security when engaging in workplace conversations or projects. On the other hand, when this is not implemented or embedded into the culture of a company, employees fear their ideas will be rejected or not heard, or that their managers will go as far as unfair treatment. So, many times they might keep their head down and their mouths shut. And with this mindset, the employees and the employers really suffer from talent being comfortable using all the skill sets they each come with. For example, the workers at Volkswagen who failed to speak up about the fudged fuel emissions numbers could probably relate to psychological safety not being a part of the culture within the company. When VW announced it would eliminate 30,000 jobs worldwide as it overhauled operations in the wake of the scandal. This damaged the brand in Germany along with Germany's pride, the heart of the country's business brand. This no doubt changed the minds of the employees who were afraid to announce this issue and changed the trust in all leadership roles. Developing this software was not a part of the job role with the line or management employees within this company. Still, rather, it was high-level executives that played a role in this deception of the emission standards that were in place.

The second example is Google, which finds a personality link by implementing high levels of Psychological safety. They train and believe that people are their best selves when the key levels of psychological safety are implemented into the pieces of training, jobs, and surveys in their company.

Google finds that this type of safety is maintaining the healthiest and most organic environment for people to grow and develop their mindset and skill set. When it comes to teams, it’s the best way to communicate, build, and develop your people. This type of training and development can be used on a variety of talent, leadership roles, and high-level executives. Often the fears are definitionally the opposite of psychological safety and have no place in a fearless organization.

It’s been noted many times that issues employees want to speak about or address are both organizational and personal. And when employees are afraid or fear speaking up, they make it harder to achieve productivity, innovation, or employee engagement. These two things can be so detrimental to any company. With learning some of these critical points, psychological safety tends to outweigh just being a company that is diverse. Because you can have all the diversity in the world, but if your people are afraid to speak up about what they are learning or how they have learned from a diverse team member, your organization suffers.

https://www.bbc.com/news/business-34324772 Volkswagen: The scandal explained

https://pulsely.io/blog/psychological-safety-at-work-a-performance-issue

Main Point 4 (Team)

https://www.ccl.org/articles/leading-effectively-articles/what-is-psychological-safety-at-work/

References

Eisenberg, E. M., Trethewey, A., LeGreco, M., & Goodall, H. L. (2017). Organizational communication: Balancing creativity and constraint. Bedford/St Martin's.

Gartner_Inc. (n.d.). Definition of psychological safety - gartner human resources glossary. Gartner. Retrieved November 4, 2022, from https://www.gartner.com/en/human-resources/glossary/psychological-safety

The impact of COVID-19 on Workplace Inclusion: Survey. Catalyst. (2022, April 19). Retrieved November 5, 2022, from https://www.catalyst.org/research/workplace-inclusion-covid-19/

Kim, S., Lee, H., & Connerton, T. P. (1AD, January 1). How psychological safety affects team performance: Mediating role of efficacy and learning behavior. Frontiers. Retrieved November 5, 2022, from https://www.frontiersin.org/articles/10.3389/fpsyg.2020.01581/full

Psychological safety: The history, Renaissance, and future of an ... (n.d.). Retrieved November 5, 2022, from https://www.annualreviews.org/doi/abs/10.1146/annurev-orgpsych-031413-091305

Schawbel, D. (2021, July 10). The critical role of psychological safety in the post-COVID workplace. LinkedIn. Retrieved November 4, 2022, from https://www.linkedin.com/pulse/critical-role-psychological-safety-post-covid-dan-schawbel

What is psychological safety at work? CCL. (2022, July 13). Retrieved November 4, 2022, from https://www.ccl.org/articles/leading-effectively-articles/what-is-psychological-safety-at-work/

YouTube. (2022). YouTube. Retrieved November 4, 2022, from https://www.youtube.com/watch?v=YualM2T1Pso.

·         https://www.bbc.com/news/business-34324772 Volkswagen: The scandal explained

https://pulsely.io/blog/psychological-safety-at-work-a-performance-issue

= Edmondson, C. Amy (2019) The Fearless Organization: Creating Psychological Safety in the Workplace = Below are some images and links I thought we might be able to use.

https://psychsafety.co.uk/the-four-stages-of-psychological-safety/

https://www.istockphoto.com/photos/psychological-safety