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Unlocking Innovation and Autonomy: The Critical Role of Psychological Safety in Agile Teams
Have you ever wondered why some agile teams soar to new heights of innovation and efficiency, while others struggle to find their rhythm? The secret might not lie in their technical skills or methodologies. What if the key to unlocking true agility and team potential is something more intangible, yet incredibly powerful? This key is psychological safety.
As an agile coach or leader, imagine leading a team where every member feels free to express ideas, take risks, and admit mistakes without fear. How would this transform the way your team operates? How would it impact innovation, decision-making, and the bottom line of your business? This article is not just about understanding psychological safety as a concept; it’s about discovering how it’s a crucial, hard-hitting factor in achieving true agility and exceptional performance.
But it doesn’t stop there. You won’t just learn about the importance of psychological safety; you’ll also dive into practical, actionable methods to cultivate it within your teams. From simple daily check-ins to deeper trust-building exercises, you’ll walk away with tools you can implement right away to make a real difference in your team’s dynamics.
Dive in as we unravel the mysteries of psychological safety. You’ll explore its definition, its stark difference from mere comfort, and why it’s far more than a ‘nice-to-have’ in your agile toolkit. You’re about to discover how psychological safety can become your team’s superpower in navigating the complexities of today’s fast-paced business world, armed with strategies you can apply from day one.
Understanding Psychological Safety
Before diving into the practical methods of fostering psychological safety, let’s first demystify what it really means and why it’s so pivotal in agile environments. In this section, you’ll uncover the true essence of psychological safety, its critical role in agile methodologies, and how it distinctly differs from mere comfort. This understanding is the foundation upon which you can build a thriving, agile team culture.
Definition of Psychological Safety
Psychological safety is the individual’s perception of the consequences of taking an interpersonal risk in a team setting. It’s about feeling safe to express oneself without fear of negative consequences to self-image, status, or career. For example, in a psychologically safe team, a member might feel comfortable voicing a unique idea that challenges the norm, or admitting a lack of knowledge on a subject. In contrast, in an environment lacking psychological safety, individuals might refrain from such actions, fearing criticism or judgment.
Importance in Agile Methodologies
Psychological safety is crucial for agile teams. It enables open communication, essential for continuous improvement, a core principle of agile. This safety allows team members to share ideas, give and receive feedback, admit mistakes, and collaborate without fear of being judged or penalized. Admitting mistakes, in particular, is vital for learning and growth in agile teams. Without psychological safety, key practices like sprint retrospectives can become ineffective, as team members might not be candid in their feedback.
Psychological Safety vs. Comfort
Differentiating psychological safety from comfort is critical. Psychological safety allows for the expression and challenging of ideas without fear of negative repercussions. This contrasts with simply maintaining comfort, which often involves avoiding difficult conversations and preserving the status quo. According to Patrick Lencioni’s model of team dysfunctions, a lack of healthy conflict, while superficially appearing harmonious, can actually decrease a team’s performance and the value it creates. Teams with high psychological safety often engage in more robust debates and discussions, reflecting a culture where challenging ideas is not only accepted but encouraged. This dynamic is particularly important in agile environments, where adaptability and the ability to respond effectively to change are crucial.
Now we have established a foundational understanding of psychological safety, its significance in agile methodologies, and how it differs from mere comfort. Understanding that psychological safety is about enabling honest and sometimes challenging interactions sets the stage for exploring its impacts and strategies for cultivation in agile teams.
The Consequences of a Lack of Psychological Safety
Understanding the consequences of a lack of psychological safety is crucial for organizations striving for peak performance and innovation. The absence of this key element can lead to tangible setbacks in team dynamics, creativity, and overall productivity, ultimately impacting the organization’s bottom line. In this section, you will explore the specific challenges and issues that arise when psychological safety is not adequately fostered within teams.
Stifling Experimentation and Innovation
In a team where psychological safety is absent, the fear of judgment or failure often prevails. For instance, a software developer might hesitate to suggest an innovative but untested approach to a problem, fearing ridicule or blame if it doesn’t work out. This fear stifles creativity and risk-taking, essential components of innovation. As a result, teams may miss out on breakthrough ideas and settle for conventional, less effective solutions.
In teams lacking psychological safety, there is often a noticeable pattern where members avoid making decisions independently, deferring to superiors for even minor issues. This leads to a culture of indecision and over-reliance on higher-ups. A typical symptom is that managers and leaders find themselves constantly dealing with escalations and making decisions on behalf of their teams. Ironically, while many managers might consider this constant decision-making and problem-solving as a natural part of their role, it’s actually indicative of a deeper issue: teams either cannot or choose not to make decisions on their own. This phenomenon can be seen in a marketing team that delays launching a campaign, waiting for the manager’s nod for every small adjustment, resulting in missed opportunities and reduced agility in responding to market dynamics. This behavior not only creates bottlenecks but also undermines the team’s ability to act swiftly and confidently, which is essential in an agile environment.
Unreported Problems and Mistakes
A lack of psychological safety can lead to a culture where admitting mistakes is taboo. For example, an IT professional might notice a security flaw but choose not to report it, fearing blame or repercussions. This silence can escalate minor issues into major crises. In psychologically safe teams, such mistakes would be openly discussed, leading to quick resolutions and collective learning.
Diminished Motivation and Team Spirit
In an environment lacking psychological safety, team members often work with the primary goal of avoiding criticism rather than excelling in their roles. This mindset dampens motivation and stifles enthusiasm for the work. Employees may adopt a ‘just enough’ attitude, doing the bare minimum to avoid negative attention, rather than striving for excellence.
“That’s Not My Job” Mentality
The absence of psychological safety often leads to rigid adherence to job descriptions. In a scenario where an urgent client issue arises that falls slightly outside someone’s role, the response might be “that’s not my job,” instead of proactively finding a solution. This siloed approach hinders collaborative problem-solving and agility.
Example: The Silent Team Meeting
Imagine a team meeting where the leader presents a new product strategy. Instead of an open discussion, there’s silence. Team members have concerns and ideas but choose not to speak up, fearing criticism. This lack of open dialogue leads to the implementation of a flawed strategy, resulting in project delays and missed opportunities.
In this section, we have explored the negative consequences of a lack of psychological safety, emphasizing how it can severely hinder innovation, decision-making, and team dynamics. These examples highlight the importance of fostering an environment where team members feel safe to speak up, take risks, and engage fully in their roles.
The Positive Impacts of Psychological Safety
Creating psychological safety within teams is not just about being considerate or morally upright; it’s a strategic imperative with tangible benefits for the bottom line of your business. By fostering an environment of psychological safety, organizations can unlock the full potential of their teams, leading to enhanced performance, innovation, and overall business success. Let’s delve into the various ways psychological safety positively impacts teams and organizations.
Enhanced Job Satisfaction
Psychological safety significantly contributes to job satisfaction by creating an environment where team members feel valued, heard, and respected. For example, a manager who encourages open discussion and values each person’s input not only nurtures a positive work environment but also sees a higher level of commitment and engagement from the team. Additionally, when team members don’t have to constantly navigate corporate politics or worry about how their actions might be perceived in terms of their career progression, they experience a sense of relief and freedom. This environment allows individuals to be their authentic selves, focusing on doing their best work without the overhead of guarding their words or actions. The result is not just higher productivity, but also a deeper sense of fulfillment and contentment in their professional roles.
Boost in Innovation and Creative Problem-Solving
Psychological safety is a catalyst for innovation. In a psychologically safe environment, team members feel free to think outside the box and propose novel solutions. Consider a design team that regularly holds brainstorming sessions where all ideas, no matter how unconventional, are welcomed. Such sessions often lead to breakthrough ideas and innovative product designs, as team members are not hindered by the fear of judgment.
Improved Alignment and Customer-Centricity
Teams with high psychological safety are better aligned with their goals and more focused on customer needs. They are comfortable discussing and aligning on what best serves the customer, leading to more customer-centric solutions. For example, a customer service team that openly discusses feedback and criticisms is more adept at adapting and improving their service quality.
Strengthened Team Spirit and Collaboration
Psychological safety fosters a strong sense of team spirit. Team members are more likely to support each other and collaborate effectively. An example could be a software development team where members freely share knowledge and skills, helping each other overcome challenges, resulting in a more cohesive and productive team.
Increased Productivity and Adaptability
In an environment of psychological safety, teams are generally more productive. They spend less time managing interpersonal risks and more time focusing on the task at hand. Additionally, such teams are more adaptable to change, as members are not afraid to voice concerns or suggest changes. A marketing team that quickly adapts a campaign strategy in response to new market trends, without fear of blame for any initial missteps, is a testament to this.
Example: The Turnaround Team
Imagine a team that was once hindered by a lack of psychological safety, leading to poor performance and low morale. After a leadership change and the implementation of psychological safety practices, the same team experienced a remarkable turnaround. They became more innovative, proposing new ideas that significantly improved their product. Team members started to openly discuss mistakes and learn from them, leading to fewer repeat errors. The overall atmosphere shifted from one of apprehension to one of enthusiasm and collaboration, dramatically improving their output and job satisfaction.
In this section, we have highlighted the myriad benefits of psychological safety, from enhancing innovation and job satisfaction to improving team alignment, spirit, and productivity. These positive impacts underscore the importance of psychological safety in creating high-performing agile teams.
Practical Techniques to Foster Psychological Safety
Creating an environment of psychological safety is essential for agile teams to thrive. This section outlines several practical techniques that agile coaches and leaders can adopt to enhance psychological safety in their teams.
Adopting a Philosophy of Assuming Positive Intent (API)
A foundational step in fostering psychological safety is to encourage the adoption of Assuming Positive Intent (API) among team members. This philosophy entails viewing colleagues’ actions as coming from a place of good intentions, even when outcomes are not as expected. For example, when a team member makes a mistake, the focus should shift from assigning blame to understanding the intent behind the action and learning from it. Implementing API can begin with team leaders modeling this mindset in meetings and interactions, setting a precedent for the rest of the team to follow.
Personal History Exercise from Lencioni
Another powerful technique is the Personal History Exercise, which involves team members sharing non-vulnerable personal stories. This could include discussing their upbringing, interests, or hobbies. This exercise helps team members see each other as individuals with unique backgrounds, fostering empathy and breaking down barriers. It’s a light-weight start into creating trust. To conduct this exercise effectively, ensure that the setting is comfortable and that everyone has an equal opportunity to share. The team leader should lead by example, sharing their own story first to establish a tone of openness.
A friend of mine does this with every new person she meets. She‘ll just take you for a walk and start the conversation with: “So tell me your life‘s story in 2 minutes!“. The timing prevents you from thinking too much about what might look good as a story, and instead just launch into an open yet comfortable chat. Try it, it‘s like magic.
Life-Line Exercise for Trust Building
The Life-Line Exercise can be an extension to the personal history exercise or stand on its own. It is another profound tool for building trust within teams. In this exercise, team members share key events from their personal and professional lives, both highs and lows. You ask team mebers to draw a graph of their emotional life journey. Then they explain their “life line“ to another team member, getting into a few of the highs and lows.
This sharing allows team members to understand each other’s journeys and experiences better. We get to know each other better as human beings instead of just work roles. To facilitate this exercise, provide a safe and private space, allocate sufficient time for everyone to share, and maintain an atmosphere of respect and confidentiality. This exercise can be particularly impactful during team retreats or dedicated team-building sessions.
Moving Motivators from Management 3.0
Understanding what intrinsically motivates each team member can significantly enhance team dynamics. The Moving Motivators exercise, originating from Management 3.0, involves identifying and discussing personal motivators such as mastery, autonomy, and purpose. Team members can use cards or digital tools to represent different motivators, arranging them according to personal relevance and then sharing these with the team. This insight allows for better alignment of tasks and roles with individual motivators, leading to increased engagement and job satisfaction.
I‘ve been using the Moving Motivators with great success. It can be eye-opening to a team to see the motivators of their peers. I‘ve had several aha moments when team members finally understood why their colleague always acted in this or that way.
Modeling Failure and Vulnerability
Leaders play a crucial role in fostering psychological safety by openly sharing their own failures and vulnerabilities. This approach humanizes the leaders and sets a powerful precedent, showing that mistakes are part of the learning and growth process. Leaders can share personal stories of their failures and the lessons learned in team meetings or informal settings, encouraging team members to be open about their challenges and learnings.
I‘ve seen it again and again that leaders are not seen as normal human beings: They‘re seen as super-humans, expected to always have answers, always be right, never react too emotionally and never make mistakes. At the same time I‘ve seen many leaders who felt pressured into satisfying this super-human image. In my experience this leads to stress, frustration and disappointment on both sides. And once leaders start to admit mistakes, apologize for being emotional and unfair sometimes, and show feelings and vulnerability, the trust level and performance of teams jumps to a higher level. It also makes leading feel so much better and more natural – because leaders also need psychological safety!
Praising Experiments and Learning from Failures
A key aspect of fostering an innovative and agile culture is to actively encourage and praise experimentation, regardless of the outcome. Celebrating the learning and growth that comes from these experiences is crucial. For instance, during team retrospectives, if a new approach or experiment didn’t produce the expected results, the focus should be on discussing the learnings and how they can inform future endeavors.
Another praise of failure you might love are “fuck-up events“. In these events people, especially leaders, openly talk about their biggest failures (“fuck-ups“) in front of a large audience. The stories are often told in a humorous way and people collectively laugh about their past mistakes. It‘s freeing for the speakers and culture-creating for the audience. I‘ve even attended public fuck-up nights at which business leaders and politicians talked about their failures. It puts things into perspective, humanizes and empowers when you learn that even the successful “big guys“ screw up and make mistakes.
Beware the Self-Assessment
I want to add a word of caution when it comes to psychological safety and self-assessments. While there are many tools and questionaire templates that try to measure psychological safety by asking individuals, I found this to be a misleading method. Just imagine asking someone in a not psychologically safe environment to openly tell you, whether they feel psychologically safe. Of course you will never get an honest answer. People might not feel secure enough to provide honest feedback. That cautioning is valid for all self-assessments: No matter what you ask, as long as you don’t have psychological safety, you cannot expect honest and open feedback. So avoid using self-assessments until you established at least a basic level of psychological safety.
For more in-depth guidance on these techniques, you might wanna read Patrick Lencioni’s “The Five Dysfunctions of a Team” and Jurgen Appelo’s “Management 3.0”. These books provide more methods and expanded insights into building and maintaining psychological safety within teams.
Additional Strategies for Enhancing Psychological Safety
Beyond the techniques we discussed earlier, there are additional, practical strategies that can further solidify psychological safety in agile teams. These approaches, when effectively implemented, can significantly enhance team collaboration, innovation, and overall well-being, contributing to a more dynamic and resilient organizational culture.
Regular Team Check-Ins: Fostering Emotional Transparency and Support
Regular team check-ins are a vital practice in maintaining and enhancing psychological safety. These check-ins, when done effectively, can offer team members the space to express their feelings and concerns, thereby fostering a supportive and understanding team environment.
Technique 1: Emotional State Rating
One technique to implement in regular check-ins is asking team members to rate their emotional state on a scale from 1 to 10.
Technique 2: The Sincere “How Are You Feeling, Really?” Question
Another effective technique is establishing a habit of sincerely asking, “How are you feeling, really?”. I learned this from my valued friends and global leadership coaches Kimberly Wiefling, Mana Tomitori and Stephen Parent.
By incorporating these techniques into regular team check-ins, leaders and coaches can cultivate a team culture where emotional transparency is valued and supported. These practices not only enhance psychological safety but also contribute to building stronger, more empathetic, and cohesive teams.
In this journey through the importance of psychological safety in agile teams, you’ve uncovered why it’s more than just a nicety; it’s a vital ingredient for your team’s innovation, autonomy, and effective decision-making. Psychological safety isn’t just about being kind or ethical; it’s about driving performance, creativity, and your business’s success.
As a leader or agile coach, it’s in your hands to nurture an environment where psychological safety thrives. By adopting practices like Assuming Positive Intent (API), engaging in the Personal History and Life-Line exercises, and encouraging open, sincere communication, you can transform the dynamics of your team. These steps are not just about supporting each team member individually; they’re about boosting your team’s overall productivity, adaptability, and alignment with your organizational goals.
Creating a psychologically safe workplace is an ongoing journey that demands your consistent effort and dedication. The rewards, however, are immense. Teams rooted in psychological safety are more resilient, innovative, and attuned to customer needs. They become spaces where everyone can authentically contribute to their full potential.
To wrap up, by putting psychological safety at the forefront of your agile principles, you’re not only doing the ethical thing; you’re setting your team and organization on a path to sustainable success. Psychological safety is the key to navigating today’s complex business landscape with confidence and creativity. Remember, the power to create this change lies with you.
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by Matthias Orgler, MSc
Business agility is more than agile frameworks – it's about humans. Learn what makes agility truly work and transform individuals, teams and organizations.
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