Building Psychological Safety Through Training Interventions: Manage the Team, Not Just the Project

Dusenberry, Lisa; Robinson, Joy

doi:10.1109/tpc.2020.3014483

Cited by 9 publications

(7 citation statements)

References 53 publications

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“…To facilitate innovation, management can also organize meetings after error or failure detection to encourage employees to share their valuable lessons learned through reflections and analyses of errors or failure. Such open communication and targeted training can help build psychological safety by facilitating interpersonal trust and connections and an awareness of interdependence among employees (e.g., Dusenberry and Robinson, 2020 ).…”

Section: Discussionmentioning

confidence: 99%

The role of error risk taking and perceived organizational innovation climate in the relationship between perceived psychological safety and innovative work behavior: A moderated mediation model

et al. 2023

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To better understand how to motivate innovative work behavior (IWB) at the individual level in organizations, we investigate the link between perceived psychological safety and IWB and the role of error risk taking and perceived organizational innovation climate in this study. In particular, we hypothesize a moderated mediation model in which (a) perceived psychological safety is positively related to IWB, (b) error risk taking mediates the positive relationship between perceived psychological safety and IWB, and (c) perceived organizational innovation climate strengthens the positive link between error risk taking and IWB and the mediated link between perceived psychological safety and IWB via error risk taking. We tested the hypothesized model using data collected from 315 full-time employees working at six information and communication technology companies in a high-technology business district of Egypt. The findings largely support our hypotheses. We conclude by discussing the theoretical and practical implications.

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Section: Discussionmentioning

confidence: 99%

The role of error risk taking and perceived organizational innovation climate in the relationship between perceived psychological safety and innovative work behavior: A moderated mediation model

et al. 2023

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“…For psychological safety, which is important in various situations, inspiration can be found beyond this specific context. A study in the context of group work found no effect of a 50-min training session that aimed to increase students' perceptions of psychological safety before working in small groups (Dusenberry and Robinson, 2020). This absence of effect could be explained by two factors: the training was not context-specific and the consisted mostly of non-active learning methods.…”

Section: Interventions Targeting Psychological Safety and Trustmentioning

confidence: 99%

Safe and sound: examining the effect of a training targeting psychological safety and trust in peer assessment

2023

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IntroductionPeer feedback can be very beneficial for student learning in higher education, yet students may feel uncomfortable providing and receiving peer feedback: they may for example not feel safe in the group or have little trust in their peers’ abilities to provide feedback. Surprisingly, only few studies have investigated how students’ feelings of discomfort can be reduced. To fill this gap, we created a 1-h training session using active learning methods. The training focuses on enhancing students’ perceptions of psychological safety, trust in their abilities and in their peers’ abilities to provide feedback.MethodsThe efficacy of this training was tested using a quasi-experiment with pre-and post-test design. Third-year bachelor students in physical education participated in a peer feedback activity to fulfill the requirement of an obligatory course. In 2019–2020, 47 students participated in a peer assessment activity without specific training on psychological safety and trust (control group), while in 2021–2022, 42 students received specific training before peer assessment (experimental group).ResultsAnalyses include a comparison of the control and experimental groups with regard to (1) the evolution of their perceptions (psychological safety, trust in their abilities, and trust in their peers’ abilities) for pre-to post-test, (2) the quality of the feedback they provided to their peers (3) and the improvement of students’ work between the draft submitted for the peer activity and the final version submitted to the professor.DiscussionResults do not support the training’s efficacy, yet suggest pathways for future research.

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“…Social and/or psychological effects of team stability Chiocchio et al, 17 Ji and Yan, 47 Rico et al, 48 Rejab et al, 49 Prikladnicki et al, 50 Britto et al 51 Supporting structures and task matching Lee et al, 52 Taylor, 53 Grass et al, 54 Dusenberry et al 55 Team coordination, formation and onboarding Berntzen et al, 56 Britto et al, 51 Ancona and Caldwell, 42 Prikladnicki et al, 50 Gregory et al, 57 Garnier et al, 58 Gregory et al, 59 Buchan et al 60 Impact of stability on team outcomes Zhou et al, 16 Chiocchio et al, 17 Ça glayan et al, 61 Cavalcante et al, 62 Rejab et al, 49 Fang, 63 Dayan and Benedetto, 64 Prikladnicki et al, 50 Ancona and Caldwell, 42 Crowder and Friess, 65 Sosa and Danilovic 66 Impact of composition and roles on team outcomes…”

Section: Theme Sourcesmentioning

confidence: 99%

“…Other sources regard members joining and leaving teams as a natural part of self‐organization, allowing the team to adapt as conditions change 69 and identify factors such as team context, support, and leadership 54 as factors with considerably greater impact on outcomes than team longevity 55 . In studying challenges to team onboarding, Gregory et al 57 find that the majority of challenges are related to onboarding developers—particularly junior ones—who are unfamiliar with Agile approaches and need to adjust to the mindset of Agile principles, rather than any disturbance of the team dynamics as such (in a similar vein, adding new members who lack the appropriate skills will not improve team performance 58 ).…”

Section: Study Of Related Workmentioning

confidence: 99%

The dynamic versus the stable team: The unspoken question in large‐scale agile development

Ståhl

2023

J Software Evolu Process

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SummaryThe importance of the team, its internal dynamics, and its performance are widely recognized within the software engineering community. While popular frameworks identify wholeness, stability over time, and smallness as important factors, they offer little guidance on how to form teams that achieve these three characteristics. The objective of this study is to investigate how these team characteristics interact in large‐scale software development contexts, particularly focusing on the impact of stable and dynamic teaming approaches. This was done through a multivocal study of literature, followed by individual semi‐structured interviews with 19 engineers from two companies and validation workshops with an additional two companies from unrelated industry segments. The study results show that the question of stable versus dynamic approaches to forming software engineering teams is largely unaddressed in industry, with stable teams representing a habitual default option. Meanwhile, both stable and dynamic teams clearly have respective strengths and weaknesses, calling for careful consideration of the most suitable approach in any given situation. To support such consideration, this paper presents a model of how team stability, wholeness, and smallness interact. This model is found relevant, accurate, generalizable, and useful by practitioners.

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Building Psychological Safety Through Training Interventions: Manage the Team, Not Just the Project

Cited by 9 publications

References 53 publications

The role of error risk taking and perceived organizational innovation climate in the relationship between perceived psychological safety and innovative work behavior: A moderated mediation model

The role of error risk taking and perceived organizational innovation climate in the relationship between perceived psychological safety and innovative work behavior: A moderated mediation model

Safe and sound: examining the effect of a training targeting psychological safety and trust in peer assessment

The dynamic versus the stable team: The unspoken question in large‐scale agile development

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