Psychological Safety as an Effective Measurement in Engineering Classrooms

Abstract

and involved in research in service learning, assessment processes and interventions aimed at improving learning objective attainment. Prior to his University assignments he was the Founder and CEO of The EDI Group, Ltd. and The EDI Group Canada, Ltd, independent professional services companies specializing in B2B electronic commerce and electronic data interchange. The EDI Group companies conducted syndicated market research, offered educational seminars and conferences and published The Journal of Electronic Commerce. He was also a Vice President at the First National Bank of Chicago [now J.P. Morgan Chase], where he founded and managed the bank's market leading professional Cash Management Consulting Group, initiated the bank's non-credit service product management organization and profit center profitability programs and was instrumental in the breakthrough EDI/EFT payment system implemented by General Motors. Dr. Ferguson is a graduate of Notre Dame, Stanford and Purdue Universities, a special edition editor of the Journal of Engineering Entrepreneurship and a member of Tau Beta Pi.

Qualitative analysis of the relationships between the teamwork experiences of diverse students and their engineering identities at a Hispanic-serving institution

“…Other prior work has shown that intragroup conflict is "rarely uniform, shared or static" [25], and that team conflict can distribute differently among the various teammates. These initial findings led us to add questions to our survey around psychological safety, as this has been found to influence how team members experience conflict and contribute to the team's performance [26], [27].…”

Work in Progress: A Framework for an Improv Intervention to Increase Psychological Safety and Sense of Belonging on Student Engineering Design Teams

“…One model for team effectiveness includes psychological safety as one of seven key team behaviors and provides three behaviors that indicate psychological safety [42]. One paper assesses the relationship between psychological safety and conflict and cohesion on engineering teams [43]. Another analyzes how diversity, specifically the number of women or international students on a team, impact the team's psychological safety [30].…”

Team Formation and Function Decisions and Student Roles on Diverse Engineering Design Teams

“…Newer research has started to explore the concept of psychological safety in terms of teaming [11][12][13][14]. One study found that teams with members who felt psychologically safe had better outcomes [2].…”

“…One study found that teams with members who felt psychologically safe had better outcomes [2]. The level of psychological safety in a team may also be indicative of the levels of conflict, cohesion and satisfaction in teams [12]. Psychological safety encompasses ideas such as having a team wherein feeling like your voice and ideas are heard by your teammates and making mistakes is acceptable.…”