The Fearless Organization
About this book
Edmondson has researched psychological safety for decades and here sets out what it is, what it produces, and how a leader builds it. The first part defines the concept as a shared belief that a team is safe for interpersonal risk taking, and carefully separates it from lowering standards or avoiding conflict. The second works through cases where its absence proved costly, including hospital errors, the Volkswagen emissions scandal and Wells Fargo, alongside organisations where speaking up was deliberately designed in. The third part offers a leader's toolkit covering how to frame work as uncertain, invite participation with genuine questions, and respond productively when someone brings bad news. Read it if the information you need keeps arriving too late to act on.
Description via Product Digest.
Topics
Related concepts
- Lessons learnedWhy lessons are captured continuously, the difference between a project register and an organisational repository, and what makes a lesson reusable.
- The team charterThe agreement a team makes with itself about how it will work, written by the team, and useful mainly at the moment somebody breaks it.
- How a Scrum Master Handles Conflict on a Scrum TeamThe word conflict appears nowhere in the 2020 Scrum Guide, so the material comes from team research, and the one boundary the framework does draw is that the Scrum Master never decides for the team.
- Building a high performing teamHow a group of competent people becomes a team, through the stages of forming, storming, norming, performing and adjourning, and the psychological safety that lets it happen.