A new work culture? Not really. Rewind to the late 1950s, when Carl Rogers, a psychologist and psychotherapist conceived the aching necessity to establish a working environment that fosters an individual’s creativity and trust to alleviate productivity and efficiency.
In a 1999 journal paper that examined the connection between team learning and performance, Amy Edmondson of Harvard University first coined the phrase “psychological safety”, and it has become a bit of a buzz in workplaces today.
This may sound like corporate jargon, but believe me when I say that it matters, particularly for our Gen Z colleagues who are infusing the workplace with fresh energy. The demand for psychological safety at work is at the top of their list of priorities, and savvy businesses are swiftly learning that embracing this idea is not only a benefit for workers but also a calculated business decision that improves profitability.
So, what is psychological safety and what’s all the hype behind it?
The initiative to infuse psychological safety into working conditions was the brainchild of Amy Edmonson, and according to her, “Psychological safety means an absence of interpersonal fear. When psychological safety is present, people are able to speak up with work-relevant content.”
Sounds promising doesn’t it?
Wouldn’t it be lovely to imagine, and even lovelier to witness, an environment where you are free to express your opinions, try out new ideas, and even make mistakes without worrying about the wrath of your boss? That’s the manifestation of psychological safety.
It’s similar to having the golden ticket to a workplace culture where you can be yourself, take chances, and not fear backlash, based on Karishma Patel Buford’s point-of-view., a clinical psychologist and the Chief People Officer at Spring Health.
As for our digital buddies, Gen Z, they’ve been reared in a tech-native world that thrives on flexible and open communication systems. That’s why this isn’t merely a preference; it’s a mandatory aspect of a great workplace.
Why Gen Z can’t get enough of it
A good question would be why Gen Z is so invested and why is it such a big deal to them. As mentioned earlier, these tech-savvy individuals have been born and raised in a society that differs largely from their older counterparts.
They have grown up in a society where using social media to express oneself is commonplace. They are wired to be transparent, enjoy voicing their thoughts, and want to be heard. They therefore desire an atmosphere where they can be genuine and make a difference, not just to make a buck when they walk into the office.
The ins and outs of feeling mentally safe at work have been the subject of several publications and social media posts in just the last year. The hashtag #psychologicalsafety has received over 5 million views on TikTok, solidifying its position as one of the most popular business terms among Gen Z even though the idea is not really new.
According to The Center for Creative Leadership, psychological safety occurs when “people feel comfortable bringing their full, authentic selves to work and are okay with ‘laying themselves on the line’ in front of others.”
Imagine working in a team where you’re free to express your uniqueness, question the status quo, and come up with wild ideas. That’s what our Gen Z friends want. And when they do, it’s as if they’ve struck the proverbial “job jackpot”, explains Karishma Patel Buford.
It’s more than just a perk—it’s a well-being booster
It’s widely recognised that in psychologically safe environments, leadership fosters respect by developing a culture of trust. For example, corporate leaders involve their staff in important decisions, welcome criticism, and don’t publicly humiliate employees for their shortcomings.
Psychologically secure environments are essential for the bottom line—they improve corporate culture and reduce burnout.
Forward-thinking companies that engage in showcasing activities that bring about psychological safety can drop stress levels and increase job satisfaction, thereby stimulating employee retention.
Prioritising employee well-being is not just a moral must-do, but a strategic policy to cultivate a resilient and high-performing workforce. A happier workforce means reduced burnout and turnover, and that’s something any wise business should be rooting for.
Let’s talk innovation
Gen Z is oozing with inspiring ideas, right? What’s neat is that psychological safety also sparks this creativity.
It sparks innovation because they feel at ease to lay all their wild ideas on the table. Just think of all the groundbreaking things a team can accomplish when everyone feels welcome to brainstorm ideas without the fear of being judged. It’s like the birthplace of the next fresh, big thing.
Team spirit and getting stuff done together
Teamwork thrives in a psychologically safe environment. Giving people the opportunity to voice their opinions, share and collaborate, and feel seen as an individual really helps build up a good company-employee rapport.
In addition to improving teamwork and creating a sense of fellowship among staff members, a psychologically safe workplace cultivates an environment of open dialogue, attentive listening, and empathy.
Teams that feel psychologically safe are more likely to share information, connect easily, and overcome obstacles as a unit, which increases productivity and efficiency.
Why companies should be all in
Psychological safety is a win-win for everyone, it’s not just about satisfying Gen Z. That’s why the C-suite need to consider it.
Prioritising psychological safety helps organisations draw and sustain top talent, which leads to a more varied and dynamic workforce. It is also a wise investment rather than just an accommodation because of the immediate financial benefits and the favourable effects on staff well-being and innovation.
So, here’s the scoop: a psychologically safe working environment isn’t just a trending corporate buzzword. It’s a shift in the methods of how we work, and it’s here to stay. You can get the best out of individuals when you build healthy settings and teams, and companies need to embrace that.
“We’re continuing to walk the talk on how we’re as senior leaders showing up and giving people permission to be their whole selves and their real selves”, says Karishma Patel Buford.
Are you prepared to make your workplace a tip-top work destination? Allowing people to be a little more authentic is the first step.
(Tashia Bernardus)