What happens when someone speaks up?
A team member notices an uncertainty before a decision. Someone has a question they suspect others may consider obvious. A colleague needs to explain that a piece of work has not gone as expected.
Whether people feel able to speak in these moments matters to the information a team can use. Psychological safety concerns the interpersonal risks involved in asking, contributing and acknowledging uncertainty. It does not mean that every discussion will feel comfortable.
What did Google study?
Google’s Project Aristotle explored team effectiveness within Google. Its published account identifies five dynamics: psychological safety, dependability, structure and clarity, meaning, and impact. Psychological safety was the most important of those dynamics in its analysis.
The account is useful because it directs attention to how a team works together. It is an internal organisational study, so it should be read in its setting. It does not establish that one practice will produce the same result in every team or business.
What might a leader notice?
Consider who can contribute to a decision and how their contribution is received. When somebody raises a concern, do others explore it? Can a person ask for help without first having to demonstrate that they have exhausted every other option?
A quiet meeting is open to more than one interpretation. People may agree, need time to think, lack relevant information or be uncertain about speaking. Ask what would help them contribute rather than assigning a reason from silence.
How can participation work in practice?
Circulate a question in advance when preparation would be useful. Make room for contributions during the discussion and, where appropriate, afterwards. Clarify whether the group is exploring, recommending or making a decision.
Acknowledge concerns and explain what will happen next. When a suggestion cannot be adopted, give the reason. Leaders can also describe an uncertainty of their own and invite relevant expertise. These practices give people information about how their participation is treated.
How does this relate to expectations?
A team still needs clear responsibilities, standards and honest feedback. Safety can support a discussion about a missed commitment without requiring people to hide information or accept an explanation without examining it.
A teamMAP can help people discuss different approaches to preparation and communication. Pair that reflection with direct feedback on the team’s actual experience. The question remains practical: can the information the team needs reach the people who can act on it?
Sources and further reading
What would you like to explore?
If this relates to work in your organisation, we can begin with a conversation about your situation and what you want to achieve.
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