The Influence of Psychological Safety in Team Development - Revision history

S222520: /* Introduction */

2023-05-09T21:36:16Z

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 Project Aristotle <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>, 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). Achieving goals and meeting expectations 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 Project Aristotle <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>, 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). Achieving goals and meeting expectations 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>

	A 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. When leaders are direct and clear, they create room for team members to take risks. Conversely, poor leadership and lack of emotional control led to lower performance <ref name="Aristotle">.		A 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. When leaders are direct and clear, they create room for team members to take risks. Conversely, poor leadership and lack of emotional control led to lower performance <ref name="Aristotle"/>.

	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.

S222520 at 21:35, 9 May 2023

2023-05-09T21:35:54Z

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	The concept of psychological safety was introduced over twenty years ago by Edmonson <ref name="edmon"> ''Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999'' </ref>. It entails the creation of a safe space where the individual members of a team can express their ideas and concerns in the workplace, knowing that they will be listened to and not judged. When Team Psychological Safety (TPS) is achieved, a sense of interpersonal trust is developed among the ~~teammates~~. The benefits that TPS brings to the overall team performance are such as reducing the fear of taking risks and increasing the innovation potential of a team <ref name= "Newman">''Newman, Alexander, Ross Donohue, and Nathan Eva. "Psychological safety: A systematic review of the literature." Human resource management review 27.3 (2017): 521-535.'' </ref>. Therefore, it is important for a Project Management Office (PMO) to promote psychological safety as a way to seek the best performance of teams. Two main issues for the PMO arise i) how is TPS achieved and; ii) when does it emerge?		The concept of psychological safety was introduced over twenty years ago by Edmonson <ref name="edmon"> ''Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999'' </ref>. It entails the creation of a safe space where the individual members of a team can express their ideas and concerns in the workplace knowing that they will be listened to and not judged. When Team Psychological Safety (TPS) is achieved, a sense of interpersonal trust is developed among the team members. The benefits that TPS brings to the overall team performance are such as reducing the fear of taking risks and increasing the innovation potential of a team <ref name= "Newman">''Newman, Alexander, Ross Donohue, and Nathan Eva. "Psychological safety: A systematic review of the literature." Human resource management review 27.3 (2017): 521-535.'' </ref>. Therefore, it is important for a Project Management Office (PMO) to promote psychological safety as a way to seek the best performance of teams. Two main issues for the PMO arise i) how is TPS achieved and; ii) when does it emerge?

	The first issue is explored by conducting a literature review with a view to understanding the nature of TPS, as well as the assessments of the same. The latter is addressed by exploring Tuckman’s Model of Team Development. This model is widely recognized and referenced in literature, where five stages are identified are: forming, storming, norming, performing and adjourning. The present work analyzes the aforementioned stages ~~of team development~~ as a function of the development of psychological safety <ref name="Tuck77"> ''Tuckman, Bruce W., and Mary Ann C. Jensen. "Stages of small-group development revisited." Group & organization studies 2.4 (1977): 419-427'' </ref>. This study focuses on a newly created team and will address how TPS is sparked and its evolution along the stages of team development. Additionally, areas of related further research are identified~~. References~~ to additional scientific studies are added~~, they~~ have empirically demonstrated the effects of psychological safety on teams.		The first issue is explored by conducting a literature review with a view to understanding the nature of TPS, as well as the assessments of the same. The latter is addressed by exploring Tuckman’s Model of Team Development. This model is widely recognized and referenced in literature, where five stages are identified are: forming, storming, norming, performing and adjourning. The present work analyzes the aforementioned stages as a function of the development of psychological safety <ref name="Tuck77"> ''Tuckman, Bruce W., and Mary Ann C. Jensen. "Stages of small-group development revisited." Group & organization studies 2.4 (1977): 419-427'' </ref>. This study focuses on a newly created team and will address how TPS is sparked and its evolution along the stages of team development. Additionally, areas of related further research are identified and references to additional scientific studies are added. They have empirically demonstrated the effects of psychological safety on teams.

	== Introduction ==		== Introduction ==
	Large organizations like Google are constantly seeking for optimizing their processes and finding the most efficient way to success. In 2012, they engaged in 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). Achieving goals and meeting expectations 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 Project Aristotle <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>, 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). Achieving goals and meeting expectations 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>

	A 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. When leaders are direct and clear, they create room for team members 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>~~		A 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. When leaders are direct and clear, they create room for team members to take risks. Conversely, poor leadership and lack of emotional control led to lower performance <ref name="Aristotle">.

	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.

S222520: /* Benefits */

2023-05-09T21:31:27Z

Benefits

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	* Open communication: when members and leaders feel confident in expressing themselves without fearing punishment, they are more likely to communicate openly. This lack of punishment makes team members admit their mistakes faster, giving the leader advantage to act sooner. Moreover, information and knowledge across the team are easily transmitted, which increases the situational awareness of the project manager and the rest of the team.		* Open communication: when members and leaders feel confident in expressing themselves without fearing punishment, they are more likely to communicate openly. This lack of punishment makes team members admit their mistakes faster, giving the leader advantage to act sooner. Moreover, information and knowledge across the team are easily transmitted, which increases the situational awareness of the project manager and the rest of the team.

	* Learning behaviour: this perspective relates to the willingness of leveraging previous experience to face new challenges. Being able to fail, allows members individually and the team as a whole to take it as a growth opportunity. However, learning is not exclusive to past actions, seeking feedback and maintaining an open attitude towards new ideas is an important contributor to learning behaviours. Edmondson <"edmon"/> highlights the tight link between learning behaviours and psychological safety. A team leader that encourages learning behaviours will likely see direct results in the degree of safety achieved.		* Learning behaviour: this perspective relates to the willingness of leveraging previous experience to face new challenges. Being able to fail, allows members individually and the team as a whole to take it as a growth opportunity. However, learning is not exclusive to past actions, seeking feedback and maintaining an open attitude towards new ideas is an important contributor to learning behaviours. Edmondson <ref name="edmon"/> highlights the tight link between learning behaviours and psychological safety. A team leader that encourages learning behaviours will likely see direct results in the degree of safety achieved.

	* Increased innovation: is closely linked to the importance of encouraging learning, being able to take risks leads to higher innovation rates. Moreover, teams where psychological safety is a reality tend to have higher levels of critical thinking, which allows members to trust their judgement and identify opportunities. As it has been proved "It [psychological safety] sparks the kind of behaviour that leads to market breakthroughs" <"edmon"/>.		* Increased innovation: is closely linked to the importance of encouraging learning, being able to take risks leads to higher innovation rates. Moreover, teams where psychological safety is a reality tend to have higher levels of critical thinking, which allows members to trust their judgement and identify opportunities. As it has been proved "It [psychological safety] sparks the kind of behaviour that leads to market breakthroughs" <ref name= "edmon"/>.

	* Employee attitude: a cohesive and psychologically safe team usually leads to a positive attitude towards the team and the workplace. For managers, a positive employee attitude means a higher commitment and performance.		* Employee attitude: a cohesive and psychologically safe team usually leads to a positive attitude towards the team and the workplace. For managers, a positive employee attitude means a higher commitment and performance.

	* Improved performance: the main goal for project managers is to deliver results within the established budget and timeframe <"PMBOK2"/>. Searching for ways to improve performance and productivity is a common practice. TPS proves that when teams share a common understanding of the norms and tasks to perform, feel free to voice their ideas and collaborate, important discussions arise. These discussions enrich the development and delivery of the work. The aforementioned learning behaviour has also an indirect effect towards improving performance.		* Improved performance: the main goal for project managers is to deliver results within the established budget and timeframe <ref name="PMBOK2"/>. Searching for ways to improve performance and productivity is a common practice. TPS proves that when teams share a common understanding of the norms and tasks to perform, feel free to voice their ideas and collaborate, important discussions arise. These discussions enrich the development and delivery of the work. The aforementioned learning behaviour has also an indirect effect towards improving performance.

	=== How to create psychological safety ===		=== How to create psychological safety ===

S222520: /* Conclusion */

2023-05-09T21:18:19Z

Conclusion

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	== Conclusion ==		== Conclusion ==
	Psychological safety can bring significant value to organizations, as it can help teams succeed while making team members feel valued and respected. This article has covered the concept of psychological safety and how project managers can implement it in their teams. Moreover, the importance of introducing psychological safety in newly created teams has been seen, as it modulates the negative changes in group dynamics. Actions in the line of educating project managers will widely contribute to creating psychologically safe spaces in the workplace~~. Additionally, areas of related further research are identified. References to additional scientific studies are added, they have empirically demonstrated the effects of psychological safety on teams~~.		Psychological safety can bring significant value to organizations, as it can help teams succeed while making team members feel valued and respected. This article has covered the concept of psychological safety and how project managers can implement it in their teams. Moreover, the importance of introducing psychological safety in newly created teams has been seen, as it modulates the negative changes in group dynamics. Actions in the line of educating project managers will widely contribute to creating psychologically safe spaces in the workplace.

	== Annotated bibliography ==		== Annotated bibliography ==

S222520 at 21:18, 9 May 2023

2023-05-09T21:18:00Z

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	The concept of psychological safety was introduced over twenty years ago by Edmonson <ref name="edmon"> ''Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999'' </ref>. It entails the creation of a safe space where the individual members of a team can express their ideas and concerns in the workplace, knowing that they will be listened to and not judged. When Team Psychological Safety (TPS) is achieved, a sense of interpersonal trust is developed among the teammates. The benefits that TPS brings to the overall team performance are such as reducing the fear of taking risks and increasing the innovation potential of a team <ref name= "Newman">''Newman, Alexander, Ross Donohue, and Nathan Eva. "Psychological safety: A systematic review of the literature." Human resource management review 27.3 (2017): 521-535.'' </ref>. Therefore, it is important for a Project Management Office (PMO) to promote psychological safety as a way to seek the best performance of teams. Two main issues for the PMO arise i) how is TPS achieved and; ii) when does it emerge?		The concept of psychological safety was introduced over twenty years ago by Edmonson <ref name="edmon"> ''Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999'' </ref>. It entails the creation of a safe space where the individual members of a team can express their ideas and concerns in the workplace, knowing that they will be listened to and not judged. When Team Psychological Safety (TPS) is achieved, a sense of interpersonal trust is developed among the teammates. The benefits that TPS brings to the overall team performance are such as reducing the fear of taking risks and increasing the innovation potential of a team <ref name= "Newman">''Newman, Alexander, Ross Donohue, and Nathan Eva. "Psychological safety: A systematic review of the literature." Human resource management review 27.3 (2017): 521-535.'' </ref>. Therefore, it is important for a Project Management Office (PMO) to promote psychological safety as a way to seek the best performance of teams. Two main issues for the PMO arise i) how is TPS achieved and; ii) when does it emerge?

	The first issue is explored by conducting a literature review with a view to understanding the nature of TPS, as well as the assessments of the same. The latter is addressed by exploring Tuckman’s Model of Team Development. This model is widely recognized and referenced in literature, where five stages are identified are: forming, storming, norming, performing and adjourning. The present work analyzes the aforementioned stages of team development as a function of the development of psychological safety <ref name="Tuck77"> ''Tuckman, Bruce W., and Mary Ann C. Jensen. "Stages of small-group development revisited." Group & organization studies 2.4 (1977): 419-427'' </ref>. This study focuses on a newly created team and will address how TPS is sparked and its evolution along the stages of team development.		The first issue is explored by conducting a literature review with a view to understanding the nature of TPS, as well as the assessments of the same. The latter is addressed by exploring Tuckman’s Model of Team Development. This model is widely recognized and referenced in literature, where five stages are identified are: forming, storming, norming, performing and adjourning. The present work analyzes the aforementioned stages of team development as a function of the development of psychological safety <ref name="Tuck77"> ''Tuckman, Bruce W., and Mary Ann C. Jensen. "Stages of small-group development revisited." Group & organization studies 2.4 (1977): 419-427'' </ref>. This study focuses on a newly created team and will address how TPS is sparked and its evolution along the stages of team development. Additionally, areas of related further research are identified. References to additional scientific studies are added, they have empirically demonstrated the effects of psychological safety on teams.

	== Introduction ==		== Introduction ==

S222520: /* Conclusion */

2023-05-09T21:17:32Z

Conclusion

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	== Conclusion ==		== Conclusion ==
	Psychological safety can bring significant value to organizations, as it can help teams succeed while making team members feel valued and respected. This article has covered the concept of psychological safety and how project managers can implement it in their teams. Moreover, the importance of introducing psychological safety in newly created teams has been seen, as it modulates the negative changes in group dynamics. Actions in the line of educating project managers will widely contribute to creating psychologically safe spaces in the workplace. Additionally, areas of related further research are identified.		Psychological safety can bring significant value to organizations, as it can help teams succeed while making team members feel valued and respected. This article has covered the concept of psychological safety and how project managers can implement it in their teams. Moreover, the importance of introducing psychological safety in newly created teams has been seen, as it modulates the negative changes in group dynamics. Actions in the line of educating project managers will widely contribute to creating psychologically safe spaces in the workplace. Additionally, areas of related further research are identified. References to additional scientific studies are added, they have empirically demonstrated the effects of psychological safety on teams.

	== Annotated bibliography ==		== Annotated bibliography ==

S222520 at 21:16, 9 May 2023

2023-05-09T21:16:22Z

← Older revision		Revision as of 21:16, 9 May 2023
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	The concept of psychological safety was introduced over twenty years ago by Edmonson <ref name="edmon"> ''Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999'' </ref>. It entails the creation of a safe space where the individual members of a team can express their ideas and concerns in the workplace, knowing that they will be listened to and not judged. When Team Psychological Safety (TPS) is achieved, a sense of interpersonal trust is developed among the teammates. The benefits that TPS brings to the overall team performance are such as reducing the fear of taking risks and increasing the innovation potential of a team <ref name= "Newman">''Newman, Alexander, Ross Donohue, and Nathan Eva. "Psychological safety: A systematic review of the literature." Human resource management review 27.3 (2017): 521-535.'' </ref>. Therefore, it is important for a Project Management Office (PMO) to promote psychological safety as a way to seek the best performance of teams. Two main issues for the PMO arise i) how is TPS achieved and; ii) when does it emerge?		The concept of psychological safety was introduced over twenty years ago by Edmonson <ref name="edmon"> ''Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999'' </ref>. It entails the creation of a safe space where the individual members of a team can express their ideas and concerns in the workplace, knowing that they will be listened to and not judged. When Team Psychological Safety (TPS) is achieved, a sense of interpersonal trust is developed among the teammates. The benefits that TPS brings to the overall team performance are such as reducing the fear of taking risks and increasing the innovation potential of a team <ref name= "Newman">''Newman, Alexander, Ross Donohue, and Nathan Eva. "Psychological safety: A systematic review of the literature." Human resource management review 27.3 (2017): 521-535.'' </ref>. Therefore, it is important for a Project Management Office (PMO) to promote psychological safety as a way to seek the best performance of teams. Two main issues for the PMO arise i) how is TPS achieved and; ii) when does it emerge?

	The first issue is explored by conducting a literature review with a view to understanding the nature of TPS, as well as the assessments of the same. The latter is addressed by exploring Tuckman’s Model of Team Development. This model is widely recognized and referenced in literature, where five stages are identified are: forming, storming, norming, performing and adjourning. The present work analyzes the aforementioned stages of team development as a function of the development of psychological safety <ref name="Tuck77"> ''Tuckman, Bruce W., and Mary Ann C. Jensen. "Stages of small-group development revisited." Group & organization studies 2.4 (1977): 419-427'' </ref>. This study focuses on a newly created team and will address how TPS is sparked and its evolution along the stages of team development~~. Lastly, new strategies will be proposed for leaders to promote the TPS in newly created teams~~.		The first issue is explored by conducting a literature review with a view to understanding the nature of TPS, as well as the assessments of the same. The latter is addressed by exploring Tuckman’s Model of Team Development. This model is widely recognized and referenced in literature, where five stages are identified are: forming, storming, norming, performing and adjourning. The present work analyzes the aforementioned stages of team development as a function of the development of psychological safety <ref name="Tuck77"> ''Tuckman, Bruce W., and Mary Ann C. Jensen. "Stages of small-group development revisited." Group & organization studies 2.4 (1977): 419-427'' </ref>. This study focuses on a newly created team and will address how TPS is sparked and its evolution along the stages of team development.

	== Introduction ==		== Introduction ==

S222520: /* Annotated bibliography */

2023-05-09T21:11:17Z

Annotated bibliography

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	* O'Leary, D. F. (2016). Exploring the importance of team psychological safety in the development of two interprofessional teams. Journal of Interprofessional Care, 30:1, 29-34, DOI:10.3109/13561820.2015.1072142		* O'Leary, D. F. (2016). Exploring the importance of team psychological safety in the development of two interprofessional teams. Journal of Interprofessional Care, 30:1, 29-34, DOI:10.3109/13561820.2015.1072142
	Provides an understanding of TPS. It can be seen how psychological safety is developed and assessed in a real setting.		Provides an understanding of TPS. It can be seen how psychological safety is developed and assessed in a real setting.

			* Huang, C., & Jiang, P. (2012). Exploring the psychological safety of R&D teams: An empirical analysis in Taiwan. Journal of Management & Organization, 18(2), 175-192. doi:10.5172/jmo.2012.18.2.175
			A thorough study of over 60 R&D teams in which psychological safety and its implications in analyzed.

	== Cited works==		== Cited works==
	<references />		<references />

S222520: /* Annotated bibliography */

2023-05-09T21:08:50Z

Annotated bibliography

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	* ISO 10018:2020 Quality management: Guidance for people engagement		* ISO 10018:2020 Quality management: Guidance for people engagement
	This standard highlights the importance of improving performance by increasing the involvement of people in the organizations.		This standard highlights the importance of improving performance by increasing the involvement of people in the organizations.

			* Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management - 2. Project Performance Domains. Project Management Institute, Inc. (PMI).
			The second chapter of the PMBOK ® Guide covers the eight project performance domains in depth. Its reading makes it easier to understand the role of the project manager in the different domains, the team domain is particularly relevant for this study.

	* Johnson, J. L., & O'Leary-Kelly, A. M. (2003). The effects of psychological safety and team efficacy on team performance. Journal of Occupational and Organizational Psychology, 76(3), 315-330.		* Johnson, J. L., & O'Leary-Kelly, A. M. (2003). The effects of psychological safety and team efficacy on team performance. Journal of Occupational and Organizational Psychology, 76(3), 315-330.
	Suggests that teams where psychological safety is implemented perform better.		Suggests that teams where psychological safety is implemented perform better.

			* O'Leary, D. F. (2016). Exploring the importance of team psychological safety in the development of two interprofessional teams. Journal of Interprofessional Care, 30:1, 29-34, DOI:10.3109/13561820.2015.1072142
			Provides an understanding of TPS. It can be seen how psychological safety is developed and assessed in a real setting.

	== Cited works==		== Cited works==
	<references />		<references />

S222520: /* Conclusion */

2023-05-09T20:24:43Z

Conclusion

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	== Conclusion ==		== Conclusion ==
	Psychological safety can bring significant value to organizations, as it can help teams succeed ~~and make~~ team members feel valued and respected. This article has covered the concept of psychological safety and how project managers can implement it in their teams. Moreover, the importance of introducing psychological safety in newly created teams has been seen, as it modulates the negative changes in group dynamics. Actions in the line of educating project managers will widely contribute to creating psychologically safe spaces in the workplace.		Psychological safety can bring significant value to organizations, as it can help teams succeed while making team members feel valued and respected. This article has covered the concept of psychological safety and how project managers can implement it in their teams. Moreover, the importance of introducing psychological safety in newly created teams has been seen, as it modulates the negative changes in group dynamics. Actions in the line of educating project managers will widely contribute to creating psychologically safe spaces in the workplace. Additionally, areas of related further research are identified.

	== Annotated bibliography ==		== Annotated bibliography ==