Why the Workplace can be an ideal environment for psychological safety and thriving
Vulnerability in the workplace is not a concept we hear often. In the US, most of us struggle to share our vulnerability even with those most close to us. Being vulnerable at work is usually not only not practiced but avoided with no small degree of effort.
During this time of COVID, we have begun to acknowledge the physical and mental vulnerability essential workers have been facing. And remote workers, parents who were abruptly appointed as home school teachers and the newly unemployed are sharing their vulnerability more freely as we work through this global crisis.
Prior to COVID a small but mighty and growing group of academics, coaches, psychologists, and others have been sharing how vulnerability in the workplace can result in higher-performing individuals, teams, and ultimately better business results. Notable in this movement, is the Center for Positive Organizations and Positive Organizations Consortium centered at the University of Michigan https://positiveorgs.bus.umich.edu/. A group I have been a part of over the past two years.
In May, the Center for Positive Organizations hosted their bi-annual day-long meeting of the Positive Organizations Consortium and international speaker and researcher, Michelle McQuaid spoke to us virtually about psychological safety. The ability for people to speak up comfortably about their opinions and expertise and have a healthy and respectful debate. For some, this is building the courage to speak up more, for others this is learning the skills of listening and curiosity.
Leaders and team members can set the stage for a healthy and respectful exchange of ideas by asking questions, practicing self-awareness, and bringing intention to their interactions.
For psychological safety in the workplace, employees need to feel safe to express vulnerability - about their work and also about what is going on at home that might impact their professional contributions. Workplaces are able to train and educate individuals about what it means to show up and be vulnerable while maintaining appropriate safeguards. Vulnerability in groups when there is a lack of ground rules, shared language, and self-awareness can be tricky and for those of us who have experienced vulnerability gone wrong, counter-productive. Workplaces are in a unique position to build comfort and confidence with the "boundaried" vulnerability researchers like Brene Brown advocate.
At the symposium, Ms. McQuaid also shared research has demonstrated up to 2.5 hours is wasted each day on workplace drama. Training and education in positive organizational scholarship provides leaders with the opportunity to prevent teams or individual groupings from developing patterns of interaction that include judgment, self-righteousness, shaming and blaming and helps them to build cultures of helping, listening, and for those less likely to speak up, courage and confidence.
Moreover, leaders in workplace environments have the unique opportunity to move their teams and organizations to places of thriving, well-being, and flourishing by practicing evidence-based positive practices with their organizations and teams. A practice that delivers bottom-line results for business and has the exponential power of supporting the individual team members overall well-being.
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