Hybrid working arrangements and their consequences have been a large focus for firms and regulators since the beginning of the coronavirus pandemic. While organizations work to navigate these issues, they've had to pay closer attention to psychological safety, one of the largest predictors of team effectiveness and other outcomes. Last year, Starling advisor Amy C. Edmondson and Mark Mortensen explored how hybrid work impacts psychological safety.
As the boundary between work and life blurs, or in some cases ceases to exist at all, managers aren't just making decisions about what happens in the office. They have to make choices that demonstrate care for employees' personal circumstances. Edmonson and Mortensen suggest five steps to promote psychological safety, including:
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