The Importance of Psychological Safety in Team Development - Revision history

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Application in new teams

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	The process of building a team determines its success to a big extent. Therefore, it is important to control the first development of the team.		The process of building a team determines its success to a big extent. Therefore, it is important to control the first development of the team.
	A thorough analysis of psychological safety --> finding common points with team development stages		A thorough analysis of psychological safety --> finding common points with team development stages

			=== Implementing psychological safety ===
			*Make the point of talking explicitly about psychological safety, making all employees aware.
			*Propose specific measures to promote it

	== Discussion and limitations ==		== Discussion and limitations ==

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Implementing psychological safety

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	While a team can establish the grounds for Psychological safety, it is an evolving aspect of team culture and as such needs to be measured and monitored periodically. TPS is assessed through reviews with the manager or surveys. During the reviewing process, the team members should not feel pressured into answering positively, transparency an open communication should lead. It is advised to use a neutral tone and allow room for discussions and opinions. Questions should be formulated in a clear manner, like "Do you feel that your contributions are valued within the team?", "How transparent do you feel the culture is?" <ref name="HPteams"/>, <ref name=''reflexivity''>''West, M. A. (1996). Reflexivity and work group effectiveness: A conceptual integration. In M. A. West (Ed.), Handbook of work group psychology (pp. 555-579). Wiley.'' </ref>.		While a team can establish the grounds for Psychological safety, it is an evolving aspect of team culture and as such needs to be measured and monitored periodically. TPS is assessed through reviews with the manager or surveys. During the reviewing process, the team members should not feel pressured into answering positively, transparency an open communication should lead. It is advised to use a neutral tone and allow room for discussions and opinions. Questions should be formulated in a clear manner, like "Do you feel that your contributions are valued within the team?", "How transparent do you feel the culture is?" <ref name="HPteams"/>, <ref name=''reflexivity''>''West, M. A. (1996). Reflexivity and work group effectiveness: A conceptual integration. In M. A. West (Ed.), Handbook of work group psychology (pp. 555-579). Wiley.'' </ref>.


	~~=== Implementing psychological safety ===~~
	*Make the point of talking explicitly about psychological safety, making all employees aware.
	*Propose specific measures to promote it

	== Application in new teams ==		== Application in new teams ==

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Application in new teams

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	== Application in new teams ==		== Application in new teams ==
	=== Overview of Tuckman's Model ===		=== Overview of Tuckman's Model ===
	In his team development model, professor Bruce Tuckman distinguishes between interpersonal relations among group members (group structure) and task activity in the different stages of team development. The core identified stages are ''forming'', ''storming'', ''norming'' and ''performing''. After a revisit to the model, a fifth stage was added: ''adjourning''. The following aspects were identified in natural group settings, where tasks were rather impersonal <ref name="Tuck77"/>. This is usually the case with technical engineering tasks. The characteristics of each stage will be described taking an engineering team as an example. [[File:Five_stages_of_team_development.png\|frame\|300px\|Five Stages of Team Development]]		In his team development model, professor Bruce Tuckman distinguishes between interpersonal relations among group members (group structure) and task activity in the different stages of team development. The core identified stages are ''forming'', ''storming'', ''norming'' and ''performing''. After a revisit to the model, a fifth stage was added: ''adjourning''. The following aspects were identified in natural group settings, where tasks were rather impersonal <ref name="Tuck77"/>. This is usually the case with technical engineering tasks. The characteristics of each stage will be described taking a newly created engineering team as an example. [[File:Five_stages_of_team_development.png\|frame\|300px\|Five Stages of Team Development]]
	*Forming: In this phase, the main roles are defined. The leadership role is given by the position, in this case, the project manager ~~holds it~~. At this time, both the project manager and other team members have space for testing and understanding the team's boundaries. There is also room for exploring and scoping the task to determine how the team can approach it.		*Forming: In this phase, the main roles are defined. The leadership role is given by the position, in this case, held by the project manager. At this time, both the project manager and other team members have space for testing and understanding the team's boundaries. There is also room for exploring and scoping the task to determine how the team can approach it.

	*Storming: This stage is characterized by the emotional response of the team members to conflict. Leadership problems arise, thus animosity among the engineers emerges and hierarchies are re-established. The storming phase has a lower relevance on intellectual and impersonal tasks, as it tends not to affect at a personal level.		*Storming: This stage is characterized by the emotional response of the team members to conflict. Leadership problems arise, thus animosity among the engineers emerges and hierarchies are re-established. The storming phase has a lower relevance on intellectual and impersonal tasks, as it tends not to affect at a personal level.

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	=== Assessing psychological safety ===		=== Assessing psychological safety ===
	While a team can establish the grounds for Psychological safety, it is an evolving aspect of team culture and as such needs to be measured and monitored periodically. TPS is assessed through reviews with the manager or surveys. During the reviewing process, the team members should not feel pressured into answering positively, transparency an open communication should lead. It is advised to use a neutral tone and allow room for discussions and opinions. Questions should be formulated in a clear manner, like "Do you feel that your contributions are valued within the team?", "How transparent do you feel the culture is?".		While a team can establish the grounds for Psychological safety, it is an evolving aspect of team culture and as such needs to be measured and monitored periodically. TPS is assessed through reviews with the manager or surveys. During the reviewing process, the team members should not feel pressured into answering positively, transparency an open communication should lead. It is advised to use a neutral tone and allow room for discussions and opinions. Questions should be formulated in a clear manner, like "Do you feel that your contributions are valued within the team?", "How transparent do you feel the culture is?" <ref name="HPteams"/>, <ref name=''reflexivity''>''West, M. A. (1996). Reflexivity and work group effectiveness: A conceptual integration. In M. A. West (Ed.), Handbook of work group psychology (pp. 555-579). Wiley.'' </ref>.

	<ref name=''reflexivity''>''West, M. A. (1996). Reflexivity and work group effectiveness: A conceptual integration. In M. A. West (Ed.), Handbook of work group psychology (pp. 555-579). Wiley.'' </ref>

	=== Implementing psychological safety ===		=== Implementing psychological safety ===

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Assessing psychological safety

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	=== Assessing psychological safety ===		=== Assessing psychological safety ===
	While a team can establish the grounds for Psychological safety, it is an evolving aspect of team culture and as such needs to be measured and monitored periodically. TPS is assessed through reviews with the manager or surveys. During the reviewing process, the team members should not feel pressured into answering positively, transparency an open communication should lead. It is advised to use a neutral tone and allow room for discussions and opinions. Questions should be formulated in a clear manner, like "Do you feel that your contributions are valued within the team?", "How transparent do you feel the culture is?".		While a team can establish the grounds for Psychological safety, it is an evolving aspect of team culture and as such needs to be measured and monitored periodically. TPS is assessed through reviews with the manager or surveys. During the reviewing process, the team members should not feel pressured into answering positively, transparency an open communication should lead. It is advised to use a neutral tone and allow room for discussions and opinions. Questions should be formulated in a clear manner, like "Do you feel that your contributions are valued within the team?", "How transparent do you feel the culture is?".
	West, M. A. (1996). Reflexivity and work group effectiveness: A conceptual integration. In M. A. West (Ed.), Handbook of work group psychology (pp. 555-579). Wiley.
			<ref name=''reflexivity''>''West, M. A. (1996). Reflexivity and work group effectiveness: A conceptual integration. In M. A. West (Ed.), Handbook of work group psychology (pp. 555-579). Wiley.'' </ref>

	=== Implementing psychological safety ===		=== Implementing psychological safety ===

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Psychological safety in teams

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	* '''Promoting respect:''' recgonizing the skills and experience that team members bring to the project builds mutual respect. Regardless of the hierarchical structure, empathy and understanding should be shown to all members, acknowledging personal situations. Communication is, again, key to building trust and respect, sharing news early and keeping each other informed of project status and assumptions.		* '''Promoting respect:''' recgonizing the skills and experience that team members bring to the project builds mutual respect. Regardless of the hierarchical structure, empathy and understanding should be shown to all members, acknowledging personal situations. Communication is, again, key to building trust and respect, sharing news early and keeping each other informed of project status and assumptions.

	* '''Support the team:''' the project manager is available and an ally for problem-solving. In this, it is important to engage in active listening to understand the needs of the team.		* '''Support the team:''' the project manager is available and an ally for problem-solving. In this, it is important to engage in active listening to understand the needs of the team and create learning opportunities.

	* '''Acknowledge achievements:''' celebrating and recognizing the team's progress increases awareness of the real-time status of the project. It also helps in keeping the team motivated for achieving the end goals.		* '''Acknowledge achievements:''' celebrating and recognizing the team's progress increases awareness of the real-time status of the project. It also helps in keeping the team motivated for achieving the end goals, to increase the engagement and sense of belonging.

	=== Assessing psychological safety ===		=== Assessing psychological safety ===
	Psychological safety is measured in a ~~qualitative way~~. ~~Periodic reviews~~.		While a team can establish the grounds for Psychological safety, it is an evolving aspect of team culture and as such needs to be measured and monitored periodically. TPS is assessed through reviews with the manager or surveys. During the reviewing process, the team members should not feel pressured into answering positively, transparency an open communication should lead. It is advised to use a neutral tone and allow room for discussions and opinions. Questions should be formulated in a clear manner, like "Do you feel that your contributions are valued within the team?", "How transparent do you feel the culture is?".
			West, M. A. (1996). Reflexivity and work group effectiveness: A conceptual integration. In M. A. West (Ed.), Handbook of work group psychology (pp. 555-579). Wiley.

	=== Implementing psychological safety ===		=== Implementing psychological safety ===

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How to create psychological safety

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	https://app.knovel.com/hotlink/pdf/id:kt012LZG8B/guide-project-management/project-performance-domains'' </ref> <ref name=''HPteams''>''Delizonna, Laura. "High-performing teams need psychological safety. Here’s how to create it." Harvard Business Review 8 (2017): 1-5'' </ref>:		https://app.knovel.com/hotlink/pdf/id:kt012LZG8B/guide-project-management/project-performance-domains'' </ref> <ref name=''HPteams''>''Delizonna, Laura. "High-performing teams need psychological safety. Here’s how to create it." Harvard Business Review 8 (2017): 1-5'' </ref>:

	* '''Creating a transparent culture:''' ~~sharing~~ one's understanding of situations, thought processes, or decision-making directly impacts the development of the team's inherent norms, fostering an environment of open communication and reflection among team members. ~~Therefore, the project manager should try to engage in open communication.~~		* '''Creating a transparent culture:''' the project manager should try to engage in open communication. Sharing one's understanding of situations, thought processes, or decision-making directly impacts the development of the team's inherent norms, fostering an environment of open communication and reflection among team members.

	* '''Replacing debate with dialogue:''' projects face risks and thus, are subject to unforeseeable events that can disrupt the project plan and resource allocation. These situations can lead to disputes and friction in the team. It is important for project managers to adopt a collaborative role rather than taking an adversarial approach. The end goal of the discussion is to reach a common agreement and find solutions.		* '''Replacing debate with dialogue:''' projects face risks and thus, are subject to unforeseeable events that can disrupt the project plan and resource allocation. These situations can lead to disputes and friction in the team. It is important for project managers to adopt a collaborative role rather than taking an adversarial approach. The end goal of the discussion is to reach a common agreement and find solutions.
	* '''Promoting respect:''' ~~regardless~~ of the hierarchical structure, empathy and understanding should be shown to all members, acknowledging personal situations~~. It is also important to recognize the skills and experience that each team member brings to the project, which builds mutual respect~~. Communication is, again, key to building trust and respect, sharing news early and keeping each other informed of project status and assumptions.
	* '''Support the team:''' the project manager is available -~~- encourages~~ the team ~~-- is an active listener~~		* '''Promoting respect:''' recgonizing the skills and experience that team members bring to the project builds mutual respect. Regardless of the hierarchical structure, empathy and understanding should be shown to all members, acknowledging personal situations. Communication is, again, key to building trust and respect, sharing news early and keeping each other informed of project status and assumptions.
	* '''~~Feedback-celebrate success~~''' --recognizing ~~member contributions~~ -~~- being open~~
			* '''Support the team:''' the project manager is available and an ally for problem-solving. In this, it is important to engage in active listening to understand the needs of the team.

			* '''Acknowledge achievements:''' celebrating and recognizing the team's progress increases awareness of the real-time status of the project. It also helps in keeping the team motivated for achieving the end goals.

	=== Assessing psychological safety ===		=== Assessing psychological safety ===

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Introduction

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	Large organizations like Google are constantly seeking for optimizing their processes and finding the most efficient way to success. In 2012, they engaged in the Project Aristotle, whose goal was to determine what makes a team succeed. The devoted researchers analyzed hundreds of teams within the company and found that, for analogous team structures and expertise, success levels were significantly different. There was no clear pattern to identify the characteristics of the perfect team. The quality of a team is defined by its direct performance and the working relationships both within the team and externally in the organization. Therefore, achieving goals and meeting expectations in an effective way is a necessary but not sufficient condition for a perfect team. Understanding the relationship between the individual members and their shared culture is key to strive for success. <ref name="Dew98">''Dewhirst, H. D. (1998). Project teams: what have we learned? PM Network, 12(4), 33–36''</ref>		Large organizations like Google are constantly seeking for optimizing their processes and finding the most efficient way to success. In 2012, they engaged in the Project Aristotle, whose goal was to determine what makes a team succeed. The devoted researchers analyzed hundreds of teams within the company and found that, for analogous team structures and expertise, success levels were significantly different. There was no clear pattern to identify the characteristics of the perfect team. The quality of a team is defined by its direct performance and the working relationships both within the team and externally in the organization. Therefore, achieving goals and meeting expectations in an effective way is a necessary but not sufficient condition for a perfect team. Understanding the relationship between the individual members and their shared culture is key to strive for success. <ref name="Dew98">''Dewhirst, H. D. (1998). Project teams: what have we learned? PM Network, 12(4), 33–36''</ref>

	The change of paradigm occurred when the lead researchers stumbled on the term “psychological safety”. It had been seen that group dynamics had a direct impact on the productivity levels of the teams. When people had the space to express themselves and shared a mutual understanding of the tasks, work was handled better. It became clear how important team leaders were to achieve this safe space. For example, a member of a high-performing team states that the leader was ‘‘direct and straightforward, which creates a safe space for you to take risks’’. Conversely, poor leadership and lack of emotional control led to lower performance. <ref name= ''Aristotle''>''Duhigg, Charles. "What Google learned from its quest to build the perfect team." The New York Times Magazine 26.2016 (2016): 2016.'' </ref>		The change of paradigm occurred when the lead researchers stumbled on the term “psychological safety”. It had been seen that group dynamics had a direct impact on the productivity levels of the teams. When people had the space to express themselves and shared a mutual understanding of the tasks, work was handled better. It became clear how important team leaders were to achieve this safe space. For example, a member of a high-performing team states that the leader was ‘‘direct and straightforward, which creates a safe space for you to take risks’’. Conversely, poor leadership and lack of emotional control led to lower performance. <ref name= ''Aristotle''>''Duhigg, Charles. "What Google learned from its quest to build the perfect team." The New York Times Magazine 26.2016 (2016): 2016.'' </ref>

	The aforementioned concept of team psychological safety (TPS) refers to the commonly held conviction that there is a safe space for expressing ideas, voicing concerns, making mistakes and giving and receiving feedback without fear of being punished or judged. The term can be thought of as a matter of trust. Although interpersonal trust is an important aspect of psychological safety, the latter term goes above and incorporates the fact that people can be themselves. Members share a common understanding of the norms that define them as a whole rather than them as individuals.		The aforementioned concept of team psychological safety (TPS) refers to the commonly held conviction that there is a safe space for expressing ideas, voicing concerns, making mistakes and giving and receiving feedback without fear of being punished or judged. The term can be thought of as a matter of trust. Although interpersonal trust is an important aspect of psychological safety, the latter term goes above and incorporates the fact that people can be themselves. Members share a common understanding of the norms that define them as a whole rather than them as individuals.

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Introduction

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	== Introduction ==		== Introduction ==
	The quality of a team is defined by its direct performance and the working relationships both within the team and externally in the organization. Therefore, achieving goals and meeting expectations in an effective way is a necessary but not sufficient condition for a perfect team. Understanding the relationship between the individual members and their shared culture is ~~important to understand how~~ to strive for success. <ref name="Dew98">''Dewhirst, H. D. (1998). Project teams: what have we learned? PM Network, 12(4), 33–36''</ref>		Large organizations like Google are constantly seeking for optimizing their processes and finding the most efficient way to success. In 2012, they engaged in the Project Aristotle, whose goal was to determine what makes a team succeed. The devoted researchers analyzed hundreds of teams within the company and found that, for analogous team structures and expertise, success levels were significantly different. There was no clear pattern to identify the characteristics of the perfect team. The quality of a team is defined by its direct performance and the working relationships both within the team and externally in the organization. Therefore, achieving goals and meeting expectations in an effective way is a necessary but not sufficient condition for a perfect team. Understanding the relationship between the individual members and their shared culture is key to strive for success. <ref name="Dew98">''Dewhirst, H. D. (1998). Project teams: what have we learned? PM Network, 12(4), 33–36''</ref>

	~~In 2012, Google engaged in Project Aristotle to determine what makes a team succeed.~~ The ~~devoted researchers analyzed hundreds~~ of teams within the company and found that, for analogous team structures and expertise, success levels were significantly different. There was no clear pattern to identify the characteristics of the perfect team. When the lead researchers stumbled on the term “psychological safety”~~, there was a change of paradigm~~. It had been seen that group dynamics had a direct impact on the productivity levels of the teams. When people had the space to express themselves and shared a mutual understanding of the tasks, work was handled better. It became clear how important team leaders ~~(project/program/ portfolio managers)~~ were to achieve this safe space. For example, a member of a high-performing team states that the leader was ‘‘direct and straightforward, which creates a safe space for you to take risks’’. Conversely, poor leadership and lack of emotional control led to lower performance. <ref name= ''Aristotle''>''Duhigg, Charles. "What Google learned from its quest to build the perfect team." The New York Times Magazine 26.2016 (2016): 2016.'' </ref>		The change of paradigm occurred when the lead researchers stumbled on the term “psychological safety”. It had been seen that group dynamics had a direct impact on the productivity levels of the teams. When people had the space to express themselves and shared a mutual understanding of the tasks, work was handled better. It became clear how important team leaders were to achieve this safe space. For example, a member of a high-performing team states that the leader was ‘‘direct and straightforward, which creates a safe space for you to take risks’’. Conversely, poor leadership and lack of emotional control led to lower performance. <ref name= ''Aristotle''>''Duhigg, Charles. "What Google learned from its quest to build the perfect team." The New York Times Magazine 26.2016 (2016): 2016.'' </ref>

	The aforementioned concept of team psychological safety (TPS) refers to the commonly held conviction that there is a safe space for expressing ideas, voicing concerns, making mistakes and giving and receiving feedback without fear of being punished or judged. The term can be thought of as a matter of trust. Although interpersonal trust is an important aspect of psychological safety, the latter term goes above and incorporates the fact that people can be themselves. Members share a common understanding of the norms that define them as a whole rather than them as individuals.		The aforementioned concept of team psychological safety (TPS) refers to the commonly held conviction that there is a safe space for expressing ideas, voicing concerns, making mistakes and giving and receiving feedback without fear of being punished or judged. The term can be thought of as a matter of trust. Although interpersonal trust is an important aspect of psychological safety, the latter term goes above and incorporates the fact that people can be themselves. Members share a common understanding of the norms that define them as a whole rather than them as individuals.