Organisational scientist Elmira Nijhuis (VU Amsterdam) investigated this at administrative and management teams. Her research shows that high psychological safety leads to better team performance, more fun and commitment at work.
Two-fold concept
According to Nijhuis, the concept of psychological safety is two-fold: "On the one hand, you need to have the freedom to express your opinion in the group. This safety comes about in the interaction between people. If you don't feel free to show your own identity, are afraid to make mistakes and admit them, we speak of interpersonal anxiety." The other side of the coin is wanting to contribute for the greater good of the team. Based on her research, Nijhuis concludes that to create a psychologically safe environment together, you have to have the will to commit to a common interest.
Insecurity: tense and gloomy
Psychological insecurity leads to stagnation in development and performance, while high psychological safety improves team performance. Personal damage caused by a lack of psychological safety can also be disastrous: overstrain, lack of meaning, gloom and even depression are only a handful of the consequences of what psychological insecurity can bring about. In contrast, the opposite is also true: high psychological safety leads to more job satisfaction, more commitment and more meaning.
Administrative and management teams: success factors
So how implement a psychologically safe working environment within a team? One of the findings is that spending time and paying attention to each other helps. Get to know each other, not just business-wise, but the whole person. Know what drives the other, where their sensitivities lie and what their home situation is. Invest in each other.
Keeping the line of communication open is also essential. Nijhuis: "Discuss what goes right and wrong during the collaboration, and make sure everyone's opinion and perspective is heard. Create an environment where you can regularly hear each other's input. Take everyone's opinion seriously and show them you value their input. Did you utilise your team member's opinion or not? In both cases, give feedback. It is important to tell why you did or did not take action."
Importance of psychological safety within administrative and management teams
Investing in a working climate in which team members can be candid, admit mistakes and learn from each other is essential for a well-functioning organisation. The research shows that administrative and management teams who experience high psychological safety practices radiate unity to the organisation, speak with one voice, bring calm and can discuss difficult issues constructively.
Teams which lack this exude division and a lack of loyalty. This can lead to more disputes about decisions, gossiping or solely steering on the interest of one's own department, which then results in confusion, unrest and eventual stagnation of the entire organisation. The relationship between psychological safety in the administrative or management team and the performance of the entire organisation is often underestimated.
Pay attention to personality traits
In addition, the study shows that when hiring new directors and managers, organisations can pay attention to personality traits that promote psychological safety, such as reliability, integrity, empathy, friendliness and emotional stability.
