peter cauwelier - team psychological safety – what google discovered about high performance teams

Team Psychological Safety

what Google discovered about high-‐performance

teams

©2016 Peter Cauwelier

personal best

Max Morinière 10.09 s Daniel Sangouma 10.02 s Jean-‐Charles Trouabal 10.09 s Bruno Marie-‐Rose 10.16 s Sum 40.36 s WORLD RECORD 37.79 s

personal best Calvin Smith 9.93 s Carl Lewis 9.86 s Sam Graddy 10.08 s Ron Brown 10.01 s Sum 39.88 s WORLD RECORD 37.83 s

men’s 4x100 m relay


HIGH-‐PERFORMANCE TEAM

DYSFUNCTIONAL TEAM ©2016 Peter Cauwelier

your team ?


diversity clear roles

open-‐minded

great leader

common goal

trust open communica[on

common vision

shared purpose focus on common tasks

clear expecta[ons

dealing with tensions

construc[ve cri[cism

there is no I in team

mutual respect

team atmosphere

fun

TEAM PSYCHOLOGICAL SAFETY « a shared understanding by members in a team that the team is safe for interpersonal risk taking »

©2016 Peter Cauwelier Prof. Amy Edmondson

Team psychological

safety ?

Team performance


Learning leads to performance …



Kolb’s cycle of experien[al learning

(Edmondson, A. C. 2003)

Team psychological

safety Team learning Team

performance


So what is “Team Psychological Safety”

?


Maslov’s Hierarchy of needs


From … psychological safety for the individual … to … psychological safety at the level of the group Team Psychological Safety

“a shared belief held by members of a team that the team is safe for interpersonal risk taking” (Edmondson, A. C. 1999)

Peter Cauwelier

Team Psychological Safety is a shared belief held by members of a team that the team is safe for

interpersonal risk taking

LOW Team Psychological Safety HIGH


TEAM PSYCHOLOGICAL

SAFETY

If you make a mistake on this team, it is not really held against you. Members of this team are able to bring up problems and tough issues. People on this team never reject others for being different. It is safe to take a risk on this team. It is easy to ask other members of this team for help. No one on this team would deliberately act in a way that undermines my efforts. Working with members of this team, my unique skills and talents are valued and uXlized.

1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7

REACTION TO MISTAKES

DEALING WITH ISSUES

ACCEPTING DIVERSITY

TAKING RISKS

ASKING FOR HELP

MUTUAL SUPPORT

APPRECIATION



DEAL WITH ISSUES

ACCEPTING DIVERSITY

TAKING RISKS

ASKING FOR HELP

MUTUAL SUPPORT

APPRECIATION

HIGH TEAM

PSYCHOLOGICAL SAFETY

LOW TEAM


1 2 3 4 5 6 7

YOUR TEAM ? YOUR TEAM ?


DEAL WITH ISSUES

ACCEPTING DIVERSITY

TAKING RISKS

ASKING FOR HELP

MUTUAL SUPPORT

APPRECIATION ©2016 Peter Cauwelier

Medica[on errors Adop[on of new cardiac surgery procedures


What does “Team Learning”

look like ?


Team psychological

safety

Team learning behavior

Team performance

What are the LEARNING BEHAVIORS in a team ?

How can you observe if a team is learning ? What do people in a team actually DO that leads to learning ?

With your neighbours, iden[fy at least 5 OBSERVABLE TEAM LEARNING BEHAVIORS …

?


(Edmondson, A. C. 2003)

Team psychological

safety


Team performance

Team learning behaviors -  Asking for feedback -  Help seeking -  Speaking up about concerns/mistakes -  Reacting to innovative behavior -  Boundary spanning


Team psychological

safety


Team performance


An obvious link between team learning behavior and AcXon Learning

quesXons and ideas, insights reflecXon -‐> soluXons, put in acXon

Ac[on Learning process

+ +

©2016 Peter Cauwelier (Edmondson, A. C. 2003)

So what leads to the development of Team Psychological Safety

in a team ?


leader behavior

team dynamics

pracXce

trust and respect

supporXve organizaXon

TEAM PSYCHOLOGICAL

SAFETY


leader behavior

team dynamics

pracXce

trust and respect

suppor[ve organiza[on

TEAM PSYCHOLOGICAL

SAFETY


ease of access to resources and informaXon reduces the level of insecurity the team experiences in dealing with their challenge

leader behavior

team dynamics

pracXce

trust and respect


TEAM PSYCHOLOGICAL

SAFETY


between the different pairs of individuals in the team

leader behavior

team dynamics

pracXce

trust and respect


TEAM PSYCHOLOGICAL

SAFETY


how the leader uses “power” affects the psychological safety in the team, and further impacts … + the team climate in general + the willingness of the team members to share knowledge + moXvaXon for team learning

leader behavior

team dynamics

pracXce

trust and respect


TEAM PSYCHOLOGICAL

SAFETY


interplay of roles and “characters” that people assume or are assigned

leader behavior

team dynamics

prac[ce

trust and respect


TEAM PSYCHOLOGICAL

SAFETY


prac[ce fields (or managerial learning laboratories) opportuniXes for teams to pracXce and to reflect upon the results, rather than to take ‘real’ acXon

leader behavior

team dynamics

prac[ce

trust and respect


TEAM PSYCHOLOGICAL

SAFETY


?

Team psychological safety as a

STATIC CHARACTERISTIC (a ‘state’) of a team

Team psychological

safety


Team performance

Antecedents: - Leader behavior - Team dynamics - Trust and respect - Practice fields - Supportive organization


“a shared belief held by members of a team that the team is safe for

interpersonal risk taking”

(Edmondson, A. C. 2003) ©2016 Peter Cauwelier

DYSFUNCTIONAL TEAM

HIGH TEAM


LOW TEAM




How can we ACCELERATE the development of

Team Psychological Safety in a team ?

Team psychological

safety


Team performance

?


You have been asked by a business owner to work with his team of 7 direct

reports.

The owner has evaluated the Team Psychological Safety in the team, and wants you to propose an approach to INCREASE the level of TPS … quickly.

What approach do you propose to INCREASE team psychological safety in … ONLY 6 weeks ?

Measuring ajer 6 weeks, where do you expect

to see CHANGES ?

Note: the business owner expects a “realis[c” proposal, in terms of financial engagement as well as team [me commitment.


TEAM PSYCHOLOGICAL

SAFETY

If you make a mistake on this team, it is not really held against you. Members of this team are able to bring up problems and tough issues. People on this team never reject others for being different. It is safe to take a risk on this team. It is easy to ask other members of this team for help. No one on this team would deliberately act in a way that undermines my efforts. Working with members of this team, my unique skills and talents are valued and uXlized.

1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7


DEALING WITH ISSUES

ACCEPTING DIVERSITY

TAKING RISKS

ASKING FOR HELP

MUTUAL SUPPORT

APPRECIATION


0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly disagree

disagree disagree somewhat

undecided agree somewhat

agree strongly agree


TEAM PSYCHOLOGICAL

SAFETY


DEAL WITH ISSUES

ACCEPTING DIVERSITY

TAKING RISKS

ASKING FOR HELP

MUTUAL SUPPORT

APPRECIATION

Average 5.3

Standard deviaXon 1.2

An experiment with Ac[on Learning

“A problem solving process with a small group working on real problems, taking acXon, and learning as individuals and as a

team while doing so.”


Six components of an Ac[on Learning session … !


Team psychological

safety


Team performance


quesXoning and ideas, insights reflecXng -‐> soluXons, put in acXon


?

++


How does AcXon Learning impact team psychological safety?

leader behavior

team dynamics

pracXce

trust and respect


TEAM PSYCHOLOGICAL

SAFETY


asking quesXons, building on each other’s ideas and reflecXng on the team’s dynamics increases the trust and respect among team members


leader behavior

team dynamics

pracXce

trust and respect


TEAM PSYCHOLOGICAL

SAFETY


the leader ‘empowers’ the team to propose soluXons to a problem and to implement them


leader behavior

team dynamics

pracXce

trust and respect


TEAM PSYCHOLOGICAL

SAFETY


acXon learning ensures parXcipaXon from everyone in a focused but relaXvely stress-‐free context


leader behavior

team dynamics

prac[ce

trust and respect


TEAM PSYCHOLOGICAL

SAFETY


REAL CHALLENGE(s)

the acXon learning process looks at different opXons in a meeXng semng, before confirming the validity in acXons aoer the session


Team psychological

safety


Team performance




?

++



Management team in a Thailand manufacturing plant

7 Thais (excluding Managing Director -‐ French) seniority from 1 to 10 years age from 30 to 45 years finance, sales, quality, customer service, IT, purchasing, QA

3 women, 4 men different hierarchical levels (managers and the level just below)

challenge addressed: reducing total factory inventory level

3 AcXon Learning sessions, 2 weeks apart, with external coach

!!!!!!!


CASE 1

AFTERBEFORE

Average 5.3



Average 5.6


0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly disagree

(1)

disagree (2)

disagree somewhat

(3)

undecided (4)

agree somewhat

(5)

agree (6) strongly agree (7)

0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly disagree

(1)

disagree (2)

disagree somewhat

(3)

undecided (4)

agree somewhat

(5)


AFTERBEFORE

“If you make a mistake on this team, it is not really held

against you”



DEAL WITH ISSUES

ACCEPTING DIVERSITY

TAKING RISKS

ASKING FOR HELP

MUTUAL SUPPORT

APPRECIATION


DEAL WITH ISSUES

ACCEPTING DIVERSITY

TAKING RISKS

ASKING FOR HELP

MUTUAL SUPPORT

APPRECIATION

Average 4.7


Average 5.7


“It is easy to ask other members of this team for

help.”

Average 5.3


Average 5.7


Supervisor team in a Thailand service organizaXon

7 Thais seniority from 1 to 20 years age from 25 to 50 years markeXng, operaXons, accounXng

6 women, 1 man supervisors in all departments challenge addressed: reducing employee turnover

4 AcXon Learning sessions, 1 week apart, with external coach

!!!!!!


CASE 2

!

BEFORE AFTER


Average 6.3


Average 6.8


0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly disagree

(1)

disagree (2)

disagree somewhat

(3)

undecided (4)

agree somewhat

(5)


0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly disagree

(1)

disagree (2)

disagree somewhat

(3)

undecided (4)

agree somewhat

(5)


Back office team in a Membership OrganizaXon

5 Thais seniority from 2 to 10 years age from 30 to 45 years accounXng, human resources, membership, event organizaXon 4 women, 1 man challenge addressed: ensuring members renew

4 AcXon Learning sessions, 2 weeks apart, with external coach

!!!!!


CASE 3

BEFORE AFTER


Average 5.7


Average 5.9


0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly disagree

(1)

disagree (2)

disagree somewhat

(3)

undecided (4)

agree somewhat

(5)


0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly disagree

(1)

disagree (2)

disagree somewhat

(3)

undecided (4)

agree somewhat

(5)


Managers in Professional Service OrganizaXon

6 Thais seniority from 2 to 10 years age from 30 to 40 years audit, accounXng, payroll, legal services 5 women, 1 man challenge addressed: improving performance evalua[on

5 AcXon Learning sessions, 2-‐3 weeks apart, with external coach

!!!!!


CASE 4

!

BEFORE AFTER


Average 5.9


Average 5.8


0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly disagree

(1)

disagree (2)

disagree somewhat

(3)

undecided (4)

agree somewhat

(5)


0%

10%

20%

30%

40%

50%

60%

70%

80%

strongly disagree

(1)

disagree (2)

disagree somewhat

(3)

undecided (4)

agree somewhat

(5)


Team psychological

safety


Team performance



Ac[on Learning PROCESSAc[on Learning CONTEXT

+

AcXon Learning has a DOUBLE impact on the team:

(1) the PROCESS of quesXons/reflecXon help the team to learn and solve the problem(s) … leading to higher performance (2) the CONTEXT created enhances the psychological safety in the team, which in turn posiXvely impacts the effecXveness of the team learning

++


Team Psychological Safety

what Google discovered about high-‐performance

teams

TEAM PSYCHOLOGICAL SAFETY « a shared understanding by members in a team that the team is safe for interpersonal risk taking »


DYSFUNCTIONAL TEAM

HIGH TEAM


LOW TEAM




YOUR TEAM

1 2 3 4 5 6 7

When working on

TEAM PERFORMANCE think about what you can do to

ACCELERATE the development of

TEAM PSYCHOLOGICAL SAFETY

ACCELERATING the development of

TEAM PSYCHOLOGICAL SAFETY

Team psychological

safety


Team performance

Ac[on Learning

Peer coaching/mentoring ?

MBTI ? FIRO ? Belbin ?

Team Building ?


« There is no learning without ac[on, and there is no ac[on without learning. »

Reginald Revans


peter cauwelier - team psychological safety – what google discovered about high performance teams

Leadership & Management