HomeResearch & Knowledgeback to HomeLeadershipback to Research & KnowledgeFostering psychological safety in teamsback to Leadership

Case Study

Fostering psychological safety in teams

By Michael D. Watkins

6 pages

November 2023

Order this case study

Reference: IMD-7-2507

This note highlights the pivotal role of psychological safety in fostering a culture of flexibility and innovation within organizations, especially in a rapidly changing business environment. Drawing from Amy Edmondson’s seminal research, psychological safety is defined as the collective assurance felt by team members that they can openly express ideas, admit mistakes, and propose changes without fear of negative repercussions. The note delineates four critical stages of psychological safety: Inclusion safety, where individuals feel valued and integral; Learner safety, promoting a culture of growth and acceptance of the learning process; Contributor safety, where members feel their inputs are genuinely appreciated; and Challenger safety, encouraging challenges to the status quo. Leadership’s role is central to cultivating psychological safety. Leaders can promote it by framing tasks as learning challenges, acknowledging their own vulnerabilities, and fostering a culture of inquiry. The note also emphasizes the importance of regularly assessing the level of psychological safety through keen observation of team dynamics and the use of surveys. This foundational understanding of psychological safety offers organizations a pathway to enhance performance, innovation, and competitive advantage.

Learning Objective

Understand the concept of psychological safety and its importance in fostering a culture of innovation and flexibility.
Identify the four stages of psychological safety: Inclusion, Learner, Contributor, and Challenger, and recognize their role in team dynamics.
Grasp the pivotal role of leadership in cultivating psychological safety, emphasizing modeling behaviors and promoting inquiry.
Differentiate between genuine psychological safety and superficial “niceness” in team interactions.
Learn methods to assess the level of psychological safety within a team using observations and surveys.

Keywords

Human Resources, Inclusion, Equity, Diversity, Team, Team Development

Type

Generalized Experience

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Keep reading

Article

A broad canvas: essential reads on creativity and leadership

Professors at IMD recommend books exploring the world of art to help you think in more creative ways.

Leadership

in I by IMD

Article

Combatting tribalism in the workplace - Katharina Lange

Here are simple ways to break down “them-and-us” silos in the workplace, foster a more productive team culture, and make the organization more prod...

5 Archery-inspired principles to help your team hit the bullseye

With its focus on targeted practice, mindful focus, mental toughness, adaptability, and continuous improvement, archery can provide valuable lesson...

Leadership

By Michael D. Watkins and Juan Carlos Holgado

in I by IMD

Article

How to make work work for you - Mind Matters - Thinkers 50

Experts describe simple methods for leaders to combat work-related stress and improve mental health in the workplace.

Human Resources

in I by IMD

Case Study

Mindfulness at SAP (B): From grassroots to global mindfulness

This case picks up the story in 2014 and describes how Bostelmann and SAP spread and deepened the roots of the grassroots program over the span of ...

Workplace Well-being General Management Global Business Human Resources Leadership

By Anand Narasimhan, Heather Cairns-Lee and Nancy Lane

Case Study

Mindfulness at SAP (A): A skeptic attends the program

This case sets up the context for how the global, IT company SAP transformed a grassroots mindfulness program into a formal offering. Using the sit...

Workplace Well-being General Management Global Business Human Resources Leadership

By Anand Narasimhan, Heather Cairns-Lee and Nancy Lane

Article

Engaging men in DE&I: How inclusion benefits everyone

How organizations can move away from a blame-centric approach and toward a more collaborative and inclusive strategy that makes men allies.

Diversity And Equity And Inclusion

By Mark Freed

in I by IMD

Video

From Boomers to Gen Z: Managing generational dynamics in the workplace

Understanding generational differences can help unlock the potential of your entire workforce.

Leadership

By Katharina Lange

Article

Be your own best friend: Tools to manage anxiety and the pressure to be perfect

Experts offer simple ways for leaders to deal with their own work-related anxiety and manage others better

Human Resources

in I by IMD

Video

International SOS’s Arnaud Vaissié: ‘The job of a CEO is to be a stress absorber’

Arnaud Vaissié of International SOS shares how the firm’s resilience and innovation have driven its 40-year success amid crises, from financial sho...

Crisis Management Entrepreneurship Innovation Leadership

Mindfulness at SAP (B): From grassroots to global mindfulness

By Anand Narasimhan Heather Cairns-Lee and Nancy Lane
Case reference: IMD-7-2521 ©2024

Summary

This case picks up the story in 2014 and describes how Bostelmann and SAP spread and deepened the roots of the grassroots program over the span of a decade.

Reference IMD-7-2521

Organization SAP

Industry Information Technology

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications