Searching...
16 results for “psychological safety”
“The only failure is not trying - building psychological safety for experimentation”
...a psychologically safe space that says the only failure really is in not trying. So I think that's really important. I I think it's also about creating enough space just in the product life cycle to r
22:00 / 22:32
framework22:00 – 22:32
...psychological safety. So what Amy Edmondson would say, the group, the permission in the group to take risks, to be vulnerable, to admit failures, to talk about mistakes, that is declining in organizations, and that is because
15:43 / 16:47
from transcript15:43 – 16:47
...and psychological safety. Right? You have to have a real sense of connection and belonging and safety to get your best ideas out into the room. And so when you take the time to build those relationships, it helps people appreciate where other people
8:57 / 10:02
from transcript8:57 – 10:02
...and the psychological safety. So what Amy Edmondson would say, the group, the permission in the group to take risks, to be vulnerable, to admit failures, to talk about mistakes, that is declining in organizations, and that is because it is harder to
16:28 / 17:23
from transcript16:28 – 17:23
...that psychological safety, you have people trusting each other and you, applying the high standards actually, I think becomes potentially easier because you can do it without fear, I think. And I sort of think about this from the approach of like, ki
59:59 / 1:01:05
from transcript59:59 – 1:01:05
...and psychological safety in the same breath as we're talking about performance indicators. But on the other hand, in the romantic sphere, in the personal intimate space, people are talking about the deal that they didn't sign up for and hedging their
5:14 / 6:16
from transcript5:14 – 6:16
...and psychological safety. Right? You have to have a real sense of connection and belonging and safety to get your best ideas out into the room. And so when you take the time to build those relationships,
8:13 / 9:16
from transcript8:13 – 9:16
...sort of psychological safety and teams and, like, people that just get along with each other, like, when you think about your friends, you know, you're you're always sort of willing to, like, push the boundaries a little bit and, like, roast them. Li
57:33 / 58:51
from transcript57:33 – 58:51
if we ignore our feelings, they will bubble up and we will be unconsciously acting from them. And there's kind of this implicit power here that if the person cares about you and loves you or values your relationship, knowing that this makes them feel
1:17:56 / 1:19:00
from transcript1:17:56 – 1:19:00
And it is scary because it it feels like something, as I said, you don't have control over. And so, exactly, if if it's if instead of focusing people around what do these people think of me, you focus them around, well, what are you going to do next
14:52 / 16:01
from transcript14:52 – 16:01
But I think it it's a great example of show of showing this idea of, like, counter program that narrative. Don't don't fight about the narrative. And so when I teach this to my team, I'm always doing the same thing. They come to me, they seem kind of
12:40 / 13:47
from transcript12:40 – 13:47
Basically, when you do polarity management, and that's the beginning of the conversation, Polarity management, usually you start by highlighting all the great things that are coming up with machines and AI learning and biological intelligence and eff
23:51 / 25:01
from transcript23:51 – 25:01
that our relationship is one in which we value each other's contribution. We wanna help each other grow, and therefore, we're gonna be the kind of people that wanna give feedback to each other every week. So when you first start working with someone,
1:01:27 / 1:02:34
from transcript1:01:27 – 1:02:34
But you can be incredibly bold and brave if you stay on your side of the net. So this model helps you do that because it's really about sharing your emotions and your needs and making a request without blame. Yeah. So what I was gonna say as you were
1:17:10 / 1:18:24
from transcript1:17:10 – 1:18:24
is shared within the company. So you can see who is not meeting expectations right now, who's delivering a lot of value. The only thing that we don't share is compensation data. I think people are their best selves and can truly be honest when they f
16:13 / 17:57
from transcript16:13 – 17:57
...like, psychological effects. Right? We're, like, sometimes the Dunning Kruger effect. Like, people think they're way more expert at something than they actually are. You ask people, hey. Are you better than average driver? And it's, like, 70 or 80% o
59:06 / 1:00:16
from transcript59:06 – 1:00:16
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.