Psychological safety a common link among top performers

Google’s two-year study of team performance revealed that the highest-performing teams have a concept of psychological safety in common – a belief that you won’t be punished when you make a mistake.

This, says the Harvard Business Review’s Laura Delizonna, allows for “moderate risk-taking, speaking your mind, creativity, and sticking your neck out.” She goes on to detail how psychological safety can be created, saying conflict should be approached as a “collaborator, not an adversary”; people should be treated as you would wish to be; reactions should be anticipated and countermoves prepared; curiosity should replace blame; and feedback on delivery should be sought.

Harvard Business Review

Oxen Park' opinion - Trust plays a huge part in team effectiveness, cohesion and performance – Trust will be a big component of psychological safety. We are fans of Patrick Lencioni’s work and he places as much importance on not avoiding conflict which is central to gaining commitment. All of which accords with this synopsis.