website statistics The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth - PDF Books Online
Hot Best Seller

The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

Availability: Ready to download

Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent--but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. * Explore the link between psychological safety and high performance * Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes * Nurture the level of engagement and candor required in today's knowledge economy * Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.


Compare

Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent--but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. * Explore the link between psychological safety and high performance * Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes * Nurture the level of engagement and candor required in today's knowledge economy * Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

30 review for The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

  1. 5 out of 5

    Scott Sjoblom

    Another good TED Talk that was turned into a book with less than stellar success. If you have had no prior exposure to the concept of creating psychological safety, you might find this helpful. But, I would encourage you to just go watch her TED Talk.

  2. 5 out of 5

    Jacob O'connor

    It's unmanly to admit, but sometimes I'm afraid. I worry about what might happen. Sometimes the problem is beyond my strength. I can attest that if anxiety takes hold, it dominates my thoughts. This leads to my biggest point of agreement with Amy Edmondson. You can't think clearly when you're afraid. I want to create a safe environment in my office. I don’t want my team to burn calories on anxiety so that they don't have the resources to do their best. Notes: Recommended by Matthew McDaniel Librar It's unmanly to admit, but sometimes I'm afraid. I worry about what might happen. Sometimes the problem is beyond my strength. I can attest that if anxiety takes hold, it dominates my thoughts. This leads to my biggest point of agreement with Amy Edmondson. You can't think clearly when you're afraid. I want to create a safe environment in my office. I don’t want my team to burn calories on anxiety so that they don't have the resources to do their best. Notes: Recommended by Matthew McDaniel Library book Psychological safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without free of embarrassment out retribution (xvi) Psychological safety was far and away the most important of the five Dynamics we found (xviii) fear inhibits learning. Research in Neuroscience shows that fear consumes physiological resources, diverting them from parts of the brain that manage working memory and process new information. This impairs analytic thinking, creative insight, and problem solving (14) how psychologically safe a person feels strongly shapes the propensity to engage in learning behaviors, such as information sharing, asking for help, or experimenting. It also affects employee satisfaction (14) psychological safety exists when people feel their workplace is an environment where they can speak up, offer ideas, and ask questions without fear of being punished or embarrassed (15) VUCA - volatility, uncertainty, complexity, and ambiguity (19) people often hold back even when they believe that what they have to say could be important for the organization, for the customer, or for themselves (31) Workaround = accomplishes the immediate goal but knows nothing to diagnose or solve the problem that triggered the work around in the first place (37) * leaders who welcome only good news create fear that blocks them from hearing the truth * many managers confuse setting high standards with good management * a lack of psychological safety can create an illusion of success that eventually turns into serious business failures * early information about shortcomings can nearly always mitigate the size and impact of future, large - scale failure (71) Freedom to fail (109) Extreme candor - no one has the right to hold a critical opinion without speaking up about it" (109). Personal note : this could probably be taken too far Leaders who are willing to say I don't know play a surprisingly powerful role in engaging the hearts and minds of employees (124) The most important skill to master is that a framing the work (158) emphasizing a sense of purpose... Motivating people by articulating a compelling purpose is a well - established leadership task (166) productive responses are characterized by three elements: expressions of appreciation, and sanctioning clear violations (173) You can't have too much psychological safety, but you can have too little discipline (196)

  3. 4 out of 5

    William Anderson

    Powerful, emotion invoking case studies and stories showcase the role psychological safety plays in the success and failure of teams, projects, events and endeavors. The fearless organization is a book that leads by example. While explanations illuminate the anecdotes, the stories themselves speak to the necessity of creating workplaces that embrace people speaking up. Interestingly as well, several tables and sections throughout the book list common mindsets that are antithetical to psychologica Powerful, emotion invoking case studies and stories showcase the role psychological safety plays in the success and failure of teams, projects, events and endeavors. The fearless organization is a book that leads by example. While explanations illuminate the anecdotes, the stories themselves speak to the necessity of creating workplaces that embrace people speaking up. Interestingly as well, several tables and sections throughout the book list common mindsets that are antithetical to psychological safety, which I am sure many readers will relate to. Being able to see and articulate the issues around you is immensely powerful, and The Fearless Organization is a great lens with which to view them.

  4. 4 out of 5

    Tõnu Vahtra

    “A culture of silence is a dangerous culture” This book does well with defining psychological safety and its importance in any organization. It also describes the consequences of low levels of psychological safety and organizations that are driven by fear. I was less impressed by the part about increasing psychological safety in the organization which felt a bit short and not so well structured (I guess more work is needed on that part). This is already not the first book that brought Nokia as a “A culture of silence is a dangerous culture” This book does well with defining psychological safety and its importance in any organization. It also describes the consequences of low levels of psychological safety and organizations that are driven by fear. I was less impressed by the part about increasing psychological safety in the organization which felt a bit short and not so well structured (I guess more work is needed on that part). This is already not the first book that brought Nokia as an example of an organization with low levels of psychological safety (downfall with Symbian, people afraid to raise problems to senior managers), Pixar, Google and Bridgewater were on the other end of this spectrum. "Psychological safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won’t be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. They tend to trust and respect their colleagues. When a work environment has reasonably high psychological safety, good things happen: mistakes are reported quickly so that prompt corrective action can be taken; seamless coordination across groups or departments is enabled, and potentially game-changing ideas for innovation are shared. In short, psychological safety is a crucial source of value creation in organizations operating in a complex, changing environment." Fear inhibits learning. Research in neuroscience shows that fear consumes physiological resources, diverting them from parts of the brain that manage working memory and process new information. This impairs analytic thinking, creative insight, and problem solving. How psychologically safe a person feels strongly shapes the propensity to engage in learning behaviors, such as information sharing, asking for help, or experimenting. It also affects employee satisfaction . VUCA - volatility, uncertainty, complexity, and ambiguity Leaders toolkit for building psychological safety: 1. A leader must set the stage by framing the work (setting the expectations and clarifying the need for voice) and emphasizing the purpose (identifying what’s at stake, why it matters and for whom) so that he accomplishes an atmosphere of shared expectations and meaning. 2. A leader must invite participation by demonstrating situational humility (admitting gaps), practicing inquiry (asking good questions) and setting up structures and processes (creating forums and providing guidelines for discussion). 3. Responding productively which encompasses expressing appreciation, destigmatizing failure, and sanctioning clear violations which, in turn, should achieve company-wide orientation toward continuous learning. "Hierarchy (or, more specifically, the fear it creates when not handled well) reduces psychological safety." "High standards in a context where there is uncertainty or interdependence (or both) combined with a lack of psychological safety comprise a recipe for suboptimal performance." "Low levels of psychological safety can create a culture of silence (artificial harmony). They can also create a Cassandra culture—an environment in which speaking up is belittled and warnings go unheeded." “Cheating and covering up are natural by-products of a top-down culture that does not accept “no” or “it can't be done” for an answer. But combining this culture with a belief that a brilliant strategy formulated in the past will hold indefinitely into the future becomes a certain recipe for failure.” “failure of an employee to speak up in a crucial moment cannot be seen. This is true whether that employee is on the front lines of customer service or sitting next to you in the executive board room. And because not offering an idea is an invisible act, it's hard to engage in real-time course correction. This means that psychologically safe workplaces have a powerful advantage in competitive industries.”

  5. 5 out of 5

    Brennan Lauritzen

    Merely having a manager improves employee performance but how can you make employees speak up about safety, innovation, and increase employee happiness? Psychological Safety is to be a general principle that managers can apply as a rule of thumb. This book describes a psychological safety in various instances: research, assembly lines, staff, and emergency-management, and even split second decision-making (though I wish they'd given even more background on all the reform the commercial piloting i Merely having a manager improves employee performance but how can you make employees speak up about safety, innovation, and increase employee happiness? Psychological Safety is to be a general principle that managers can apply as a rule of thumb. This book describes a psychological safety in various instances: research, assembly lines, staff, and emergency-management, and even split second decision-making (though I wish they'd given even more background on all the reform the commercial piloting industry had to do merely to change their culture--"tactical" communication is a bit sparse). (More of theory, or case study book than an applied book)

  6. 5 out of 5

    Kai Inkinen

    This book reminded me of what the Anna Karenina-principle. Successful organisations are often alike one another, whereas every failed organisation (usually) has an interesting story to tell. However, avoiding mistakes will only get you so far (as the author does point out), so doing things right takes gut and effort. I knew about the google example from before and had the privilege of working for good organisations so far. Hence I bought the main claim on page 10 of the book. Hearing more and mor This book reminded me of what the Anna Karenina-principle. Successful organisations are often alike one another, whereas every failed organisation (usually) has an interesting story to tell. However, avoiding mistakes will only get you so far (as the author does point out), so doing things right takes gut and effort. I knew about the google example from before and had the privilege of working for good organisations so far. Hence I bought the main claim on page 10 of the book. Hearing more and more failed examples was entertaining, but I came here for tips on implementing, not for horror stories. There was a really good book hiding in there, but I felt it took a bit too many pages before it started uncover. Full five stars for the topic, though. No question regarding that part of it :)

  7. 5 out of 5

    Daniel Cukier

    Do you know those books that upgrade your understanding of the world and enact real good changes in your life? This is what "The fearless organization" was to me. The author is not only very precise to describe the "psychological safety" concepts with scientific rigor, but also to address practical advices on how to implement these concepts in real life. One week after reading this book and I can feel positive changes on my behavior when dealing with people. I hope this book can reach a broader au Do you know those books that upgrade your understanding of the world and enact real good changes in your life? This is what "The fearless organization" was to me. The author is not only very precise to describe the "psychological safety" concepts with scientific rigor, but also to address practical advices on how to implement these concepts in real life. One week after reading this book and I can feel positive changes on my behavior when dealing with people. I hope this book can reach a broader audience and help to create a whole new world of omnipresent psychological safety

  8. 5 out of 5

    Mauro Locarnini

    This book is a smooth read to get a bit more insight into the research and case studies around psychological safety. However, you can see the tension between a well researched scholastic book and an easy how to guide for business people. Unfortunately It ends up falling short in both categories. Some of Amy Edmoson's articles and blogs give you the same info with no narrative behind but accomplish the same goal perfectly. This book is a smooth read to get a bit more insight into the research and case studies around psychological safety. However, you can see the tension between a well researched scholastic book and an easy how to guide for business people. Unfortunately It ends up falling short in both categories. Some of Amy Edmoson's articles and blogs give you the same info with no narrative behind but accomplish the same goal perfectly.

  9. 4 out of 5

    Henrik Berglund Berglund

    I had great expectations on this book since the author seems to be the authority on the subject. What I did aopreciate about it was solid scientific references. It feels that the bigger part of the book is lengthy wordy stories through. Some, like the one about pilots in an emergency, seems to be very vagely related pstchological safey. There are perhaps 30 good pages in here, but to unfocused and lengthy for my taste.

  10. 4 out of 5

    Vlad

    Good overview of an important concept, but slipshod reporting. Have worked directly in more than one of the orgs profiled in the book, and know that the author was fed (and apparently adopted wholesale) a PR line, casting the rest of the work into doubt for me.

  11. 4 out of 5

    Oscar Romero

    I honestly feel I could give this book 10 stars--it sure deserves them. We all should read and give away this book to our bosses.....Too bad some of our bosses do not care about reading nor learning about how to run companies better...I do like the example about health care--the example of a nurse afraid of telling the doctor anything--and what is more amazing--it keeps happening. Why? because some Doctors still not capable to understand how to work better together--how to encourage freedom of s I honestly feel I could give this book 10 stars--it sure deserves them. We all should read and give away this book to our bosses.....Too bad some of our bosses do not care about reading nor learning about how to run companies better...I do like the example about health care--the example of a nurse afraid of telling the doctor anything--and what is more amazing--it keeps happening. Why? because some Doctors still not capable to understand how to work better together--how to encourage freedom of speech at work--even from our helpers. Why? Because these same helpers are the best to point us in the right direction-sometimes, if we want to improve our quality of service. It happens all the time where I work--my employees are coming out with so many great solutions--I am impressed! But you know what is more impressing still? They are impressed themselves that they could provide such an amazing feedback--and that the company is giving them credit for it. I am so glad I am learning how to create a safe environment for them at work. The learning never ends! we can make it better still-we can start spreading it to all departments too. Read this book--you will love it for sure. And I sure hope you can start practicing at work, at home and at school.

  12. 5 out of 5

    Sri Shivananda

    An informative book on psychological safety in the workplace and the benefits it creates in a culture of inclusion, learning, innovation, and growth. It reiterated many aspects of a book called the four phases of psychological safety and enhanced it with examples from the industry. I recommend it not just for leaders in an organization, but, for everyone. The ideas here can support the cultivation of a workplace that enhances belonging, engagement, inspiration, and better outcomes towards the mi An informative book on psychological safety in the workplace and the benefits it creates in a culture of inclusion, learning, innovation, and growth. It reiterated many aspects of a book called the four phases of psychological safety and enhanced it with examples from the industry. I recommend it not just for leaders in an organization, but, for everyone. The ideas here can support the cultivation of a workplace that enhances belonging, engagement, inspiration, and better outcomes towards the mission of an organization.

  13. 4 out of 5

    Alexandra

    Most of this I knew...I'm starting to think I know more about psychological safety than most. Anyway if you're not up on it this book will make sure you are now! The first half just talks about the research and the baseline. The second half was almost case studies -intriguing. "Asking questions tends not to make the leader seem, not weak, but thoughtful and wise....rules of thumb for asking a good question: 1) you don't know the answer 2) you ask questions that d not limit the response options to y Most of this I knew...I'm starting to think I know more about psychological safety than most. Anyway if you're not up on it this book will make sure you are now! The first half just talks about the research and the baseline. The second half was almost case studies -intriguing. "Asking questions tends not to make the leader seem, not weak, but thoughtful and wise....rules of thumb for asking a good question: 1) you don't know the answer 2) you ask questions that d not limit the response options to yes or no 3) you phrase the question in a way that helps others share their thinking in a focused way. ...powerful questions, those that inspire, provoke, and shift people's thinking. Attributes: 1) generates curiosity in the listener 2) stimulates reflective conversation 3) is thought provoking 4) surfaces underlying assumptions 5) invites creativity and new possibilities 6) generates energy and forward movement 7) channels attention and focuses inquiry 8) stays with participants 9) touches a deep meaning 10) evokes more questions" "Have I clarified the boundaries? Do people know what constitutes blame worthy acts in our organization? Do I respond to clear violations in an appropriately tough manner so as to influence future behavior?"

  14. 5 out of 5

    Sebastian Gebski

    4.5 stars The book is dedicated to a very clear topic (psychological safety as a foundation of successful organizations) & I think it does what's promised - covers the topic end-to-end. But I couldn't help a feeling that what was truly essential was covered in the chapter 1 and the rest of the book is not much more than a repetition ;/ What did I like? There are good & relevant examples, there's clear clarification what's the difference between fearless & over-protective (I can't recall the exact 4.5 stars The book is dedicated to a very clear topic (psychological safety as a foundation of successful organizations) & I think it does what's promised - covers the topic end-to-end. But I couldn't help a feeling that what was truly essential was covered in the chapter 1 and the rest of the book is not much more than a repetition ;/ What did I like? There are good & relevant examples, there's clear clarification what's the difference between fearless & over-protective (I can't recall the exactly wording here), there's a nice answer to the question about visible successes of some companies ruled in typically hierarchical, high-stress manner. You can also find here psychological aspects of fear & how it impacts (on a psychosomatic level) our capabilities. There's also a nice chapter about Candor - nothing you could find in "Radical Candor", but it's good enough to fit the context here. In general - a good book, that quite nicely wraps the topic up.

  15. 5 out of 5

    Dr. Tobias Christian Fischer

    A book for people who want to learn how to become more open and set the pace for an open organization. It helps also to understand others better.

  16. 5 out of 5

    Nopadol Rompho

    It's good book that tells you about the fearless organization where people can tell the truth that can save organization from disasters. Love it. It's good book that tells you about the fearless organization where people can tell the truth that can save organization from disasters. Love it.

  17. 4 out of 5

    James Wu

    The seminal work on psychological safety.

  18. 5 out of 5

    Kim

    Thoughtful, practical, actionable, and straightforward. Excellent book!

  19. 5 out of 5

    Tony

    Ideas and principles backed up with evidence.

  20. 4 out of 5

    Thuy

    Great introduction to psychological safety for the rest of us. I read chapters 1 (introduction) and chapter 7 (Making it happen) to get a good overview and practical guide on what I should be doing. If you like case studies and stories that serve an example, read the whole book.

  21. 5 out of 5

    Renata Narożyńska

    Everyone knows it intuitively but now it's gathered and supported with a tone of research from different industries Respect matters. The benefit of the doubt foster learning. Fail is not a bug in a learning process, but a part of the process. Everyone knows it intuitively but now it's gathered and supported with a tone of research from different industries Respect matters. The benefit of the doubt foster learning. Fail is not a bug in a learning process, but a part of the process.

  22. 4 out of 5

    Viktor Lototskyi

    Very important subject and, overall, a good book on the subject. Information density is just ok and practical application tips are pretty generic.

  23. 4 out of 5

    Daryl

    Lots of good info in this one. The writing is fluid and goes down easy, and the author provides data to back up what is ultimately a pretty common sense premise. Well worth a read if you manage a team.

  24. 5 out of 5

    Christopher

    I had high hopes. The first chapter was excellent, but the book quickly deterioriated into Just Another Business book, using as examples wildly successful companies whose stories are tangentially related to the author's point. I had high hopes. The first chapter was excellent, but the book quickly deterioriated into Just Another Business book, using as examples wildly successful companies whose stories are tangentially related to the author's point.

  25. 5 out of 5

    Mike Moore

    This is an important topic, but it's a pretty bad book. Chapters 1-6 are packed with cautionary anecdotes demonstrating the badness of psychologically unsafe organizations. The chapter summaries for these are virtually interchangeable. Chapter 7 is a hodge-podge of management and leadership best practices ranging freely through coaching, emotional intelligence, communication, strategic vision, and governance. The theme of psychological safety is present as a kind of guiding star, but otherwise i This is an important topic, but it's a pretty bad book. Chapters 1-6 are packed with cautionary anecdotes demonstrating the badness of psychologically unsafe organizations. The chapter summaries for these are virtually interchangeable. Chapter 7 is a hodge-podge of management and leadership best practices ranging freely through coaching, emotional intelligence, communication, strategic vision, and governance. The theme of psychological safety is present as a kind of guiding star, but otherwise it reads like a high level overview of a dozen other management books. Chapter 8 is a FAQ. I suppose that a book like this serves a purpose in getting the word out that this is an important issue. A much better book could have come from taking Chapter 7 as a basic outline and developing from there.

  26. 4 out of 5

    Joe Cauton

    It was ok basically a 200 page book telling you not to be an a**h*le in the work place

  27. 5 out of 5

    Adam Haller

    If you have ever been part of a team that was not performing at its top potential, with lots of hushed whispers about office politics, then you must read Edmondson's well researched and concise book on how to conquer the bad, and reach for business greatness. By citing several well known cases, and exploring epic failures that created losses for society way beyond the companies and their stakeholders, the author really drives home the point that leaders need to listen to their staff. She points o If you have ever been part of a team that was not performing at its top potential, with lots of hushed whispers about office politics, then you must read Edmondson's well researched and concise book on how to conquer the bad, and reach for business greatness. By citing several well known cases, and exploring epic failures that created losses for society way beyond the companies and their stakeholders, the author really drives home the point that leaders need to listen to their staff. She points out how difficult it can be to speak up, and provides strategies for workers and managers to actually learn and improve. On the other hand, the real world is such that I don't see most organizations becoming fearless anytime soon. Human nature, strict hierarchy, status quo bias, and other nefarious realities will work their hardest to keep people in their place. I think the author could've gone deeper into just how hard it is to be a whistle blower and why these fears are real and founded, being a permanent constraint on progress for organizations of all types.

  28. 4 out of 5

    Niklas Heer

    I like the positive and negative examples for psychological safety which provides a clear picture to strive for. For me personally I would have liked more concrete steps to implement psychological safety in an organization. I was convinced very soon about the importance of the topic so for me less examples and more blueprint-like implementation suggestions would have made it perfect for me. That said I still recommend this book to everyone who wants to build a productive work environment.

  29. 5 out of 5

    Emil O. W. Kirkegaard

    I think the main thesis is true, but this book doesn't present any convincing evidence. It's just the usual random citations to academic studies (e.g. https://psycnet.apa.org/doiLanding?do..., where the term only appears in the title). There's some case studies. There's Google's very overblown Aristotle project. There's no formal or detailed publications on this, just some vague blogposts. Google also acts completely contrary to what it preaches in these blogposts. Bizarrely, the author singles o I think the main thesis is true, but this book doesn't present any convincing evidence. It's just the usual random citations to academic studies (e.g. https://psycnet.apa.org/doiLanding?do..., where the term only appears in the title). There's some case studies. There's Google's very overblown Aristotle project. There's no formal or detailed publications on this, just some vague blogposts. Google also acts completely contrary to what it preaches in these blogposts. Bizarrely, the author singles out the James Damore firing for discussion, not seeing the irony of praising Google for their research findings WHILE SIMULTANEOUSLY firing people who voice complains internally! I mean, HELLOOO! I quote her part: "In July 2017, Google engineer James Damore wrote a 10-page memo railing against the company's diversity stance, arguing that biological differences explained why Google had fewer women engineers and paid them less well than men, and circulated it widely within the company.34 Someone then leaked the memo, creating a public firestorm.35 How did Google respond? Damore was promptly and publicly fired a month later, earning the company both praise and criticism. Thoughtful arguments have been made on both sides of the firing debate. Rather than coming out on one side or the other, let's step back to consider when firing constitutes a “productive response,” and when it doesn't. Take this specific case. To begin, it is a shame that Damore chose to share his personal concerns electronically and widely within the company, all but ensuring that someone who disliked the memo would share it publicly. Ideally, an employee with an opinion to express related to an important work issue or policy would first solicit feedback from colleagues, especially with those who might be likely to have a different view. The person might want to first learn more about the potential impact of those ideas and the forms in which they could be expressed. Very few of us are able to see complex issues from multiple perspectives and consider the potential consequences well enough to make good decisions about them alone. This doesn't matter when stakes are low. But stakes are high when a document that affects your colleagues, customers, or company may be read by millions. But, once the inflammatory memo has been made public, how should a company respond? My intention is not to illuminate the specifics of Damore's memo at Google but rather to suggest a general strategy for productive responses to actions or events in your organization that you wish had not occurred. If there are clear policies against the use of company email addresses or social media platforms for the expression of personal opinions, then an employee who violates these policies commits what we can call a blameworthy act. In this case, a productive response indeed involves tough sanctions, which may include terminating the employee. A tough response is productive because it lets people know that the company is serious about its policies and values, which shapes future behavior, and because it constitutes a fair response to a stated violation. If policies are unclear, however, a productive response is one that turns the unfortunate event into a different kind of learning opportunity – for the company and sometimes for the interested public. In the Damore case, executives might express dismay at the employee's opinion (and perhaps dismay at his ignorance of a larger set of societal forces that have systematically diminished advancement opportunities for certain demographic groups over decades). They might then go on to explain their plans for educating employees on what they believe to be the value of a diverse workforce. As part of this organizational learning process, company managers at all levels would elicit and listen to ideas, questions, concerns, and frustrations. They might create opportunities for engaging in perspective taking, building empathy, developing inquiry skills, and more. The organization might also seek ways to come up with new, improved ways to leverage employee diversity to build better products and services. In short, a productive response is concerned with future impact. Punishment sends a powerful message, and an appropriate one if boundaries were clear in advance. Indeed, it is vital to send messages that reinforce values the company holds dear. However, it is equally vital not to inadvertently send a message that says, “diverse opinions simply won't be tolerated here,” or “one strike and you're out.” Such messages reduce psychological safety and ultimately erode the quality of the work. In contrast, a message that reinforces the values and practices of a learning organization is, “it's okay to make a mistake, and it's okay to hold an opinion that others don't like, so long as you are willing to learn from the consequences.” The most important goal is figuring out a way to help the organization learn from what happened. And so, if there is ambiguity about public self-expression related to company policies, then a productive response is one that engages people in a learning dialogue to better understand and improve how the company functions. Table 7.5 shows how a productive response to failure in an organization should vary for different failure types."

  30. 4 out of 5

    Leah

    Good stuff. Most of it is in the Ted Talk.

Add a review

Your email address will not be published. Required fields are marked *

Loading...