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Psychological Safety for Leaders

The document discusses measuring psychological safety in organizations. It defines psychological safety as feeling able to speak up without fear of punishment. It shares a survey from Amy Edmondson's book that can measure psychological safety levels. The survey includes statements about mistakes, problems, diversity, and skills to assess how psychologically safe a team's environment is.

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218 views2 pages

Psychological Safety for Leaders

The document discusses measuring psychological safety in organizations. It defines psychological safety as feeling able to speak up without fear of punishment. It shares a survey from Amy Edmondson's book that can measure psychological safety levels. The survey includes statements about mistakes, problems, diversity, and skills to assess how psychologically safe a team's environment is.

Uploaded by

'Thon Sysadmin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Measuring

Psychological safety

In our nutshell Being fearless: developing psychological safety at work, we make the case that organisations of
all types and sizes need to enable people to speak up without fear, if we are to make the most of the resources
we have and meet the challenges of our age of uncertainty.

Harvard professor, Amy Edmondson calls this psychological safety, which she defines as “a belief that one will
not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes”.

In her book, The Fearless Organization, Edmondson shares a simple survey that can be used to measure levels
of safety in our own organisations.

We have created a version of it here to help you and your team members understand better your own cultures
and what more you might need to do to build the right conditions for high-performing teams.

If you’re using the tool with your team, do think about how you will ask people to respond to these statements
and make sure you’re walking the walk by doing soin a safe way. You might want to score the results yourself
before you share them; you may want to create your own version.

However you do it, be open about why you’re conducting the survey; explain why psychological safety is so
important for team relationships and performance; ask for candour – and be candid yourself; ensure anonymity
as much as possible, and consider and explain how you’ll use the results to build your own and everyone’s
awareness and practice.

You can also use this survey alongside our Psychological safety leadership self-assessment to help hone your
own leadership behaviours and practice.

www.futuretalentlearning.com
Assessment
How strongly do you agree or disagree with the statements below?

For statements 2, 4, 6 and 7: score 5 for strongly agree and 1 for strongly disagree.

For statements 1, 3 and 5: score 1 for strongly agree and 5 for strongly disagree.

The higher the total score, the more psychologically safe your working environment.

STRONGLY AGREE NEITHER DISAGREE STRONGLY SCORE


AGREE AGREE DISAGREE
NOR
DISAGREE

1. If you make a mistake on this team, it is often


held against you.

2. Members of this team are able to bring up


problems and tough issues.

3. People on this team sometimes reject others for


being different.

4. It is safe to take a risk on this team.

5. It is difficult to ask other members of this team for


help.

6. No one on this team would deliberately act in a


way that undermines my efforts.

7. Working with members of this team, my unique


skills and talents are valued and utilised.

TOTAL SCORE

Adapted from Amy Edmondson, The Fearless Organisation: Creating psychological


safety in the workplace for learning, innovation, and growth, Wiley, 2019.

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