ICYMI: In a Financial Times piece from earlier this year, journalist Andrew Hill explained that the concept of "Psychological safety," defined as a lack of interpersonal fear in teams, has become a popular mantra among executives seeking advantages in innovation, performance, and staff retention. However, concern has emerged among some — including a pioneer of the concept, Harvard Business School's Amy Edmondson — that the idea has been "watered down" and "used to mean anything."
Initially studied by Edmondson in the 1990s, psychological safety gained prominence following a 2016 Google study revealing its significance in high-performing teams. Since then, various organizations, including Norway's sovereign wealth fund and Warner Music, have incorporated it into training programs to drive innovation and inclusion.
This content is available to paid Members of Starling Insights.
If you are a Member of Starling Insights, you can sign in below to access this item.
If you are not a member, please consider joining Starling Insights to support our work and get access to our entire platform. Enjoy hundreds of articles and related content from past editions of the Compendium, special video and print reports, as well as Starling's observations and comments on current issues in culture & conduct risk management.
Join The Discussion