{"id":61803,"date":"2025-06-19T00:27:00","date_gmt":"2025-06-19T05:27:00","guid":{"rendered":"https:\/\/trainingmag.com\/?p=61803"},"modified":"2025-05-25T10:37:13","modified_gmt":"2025-05-25T15:37:13","slug":"making-psychological-safety-tangible-and-actionable-through-measurement","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/making-psychological-safety-tangible-and-actionable-through-measurement\/","title":{"rendered":"Making Psychological Safety Tangible and Actionable Through Measurement"},"content":{"rendered":"<p><i><span data-contrast=\"auto\">Psychological Safety is not an app that you install and just let run. It\u2019s a practice that ebbs and flows. Human nature often works against it. We get overloaded, hurried, or lazy, and it can get sidetracked for expedience. But if you can define what it means and the desired behaviors for the organization, it can be continually evaluated, improved upon, and maintained.<\/span><\/i><span data-ccp-props=\"{&quot;335559685&quot;:360,&quot;335559737&quot;:1080}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">In a time when organizations need to focus on retention and maximizing their people&#8217;s talents, it is surprising that more leaders do not utilize the concept and practices of Psychological Safety. <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">Many leaders are still not familiar with the term.<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">We can describe Psychological Safety as <\/span><span data-contrast=\"auto\">how someone feels when deciding if, and what, they share with others \u2013 observations, ideas, feelings, and personality. <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">The evaluation goes like this: \u201cThe higher the safety I feel, the more authenticity I will share. The lower the safety I feel, the more guarded or filtered my sharing will be, or I will just stay quiet.\u201d<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">Advancing Psychological Safety is an initiative that Training can deliver to affect the bottom line. It impacts productivity and efficiency, and it has a significant influence on risk-taking, innovation, and adaptability. Psychological Safety is also correlated to job satisfaction, engagement, and retention.<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">\u201cIt&#8217;s not just about feeling safe to speak up,\u201d said Justine Sloyer, PHR, SHRM-SCP. \u201cIt&#8217;s about using data to ensure every voice is heard and valued.\u201d <\/span><\/p>\n<p><span data-contrast=\"auto\">As Global Director, Talent Management for Applications Software Technology LLC (AST), Sloyer knows the value of Psychological Safety is tangible, but also cites the importance of measuring interpersonal dynamics and their effects.<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">\u201cPutting numbers to intangibles like Psychological Safety is a game-changer,\u201d said Sloyer.\u00a0<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<h2>How do you measure what you can\u2019t see?<\/h2>\n<p><span data-contrast=\"auto\">Psychological Safety isn\u2019t easily seen, but its results are observable.<\/span><\/p>\n<p><span data-contrast=\"auto\">\u201cWe&#8217;ve seen it drive business outcomes and create a work environment where individuals and teams thrive,\u201d said Sloyer.<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">Because of this, it is important to focus on making Psychological Safety practices more tangible and apparent to team members and the organization. <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-61804\" src=\"https:\/\/trainingmag.com\/wp\/wp-content\/uploads\/2025\/05\/thumbnail_BFC-24001-psychological-safety-chart.jpg\" alt=\"\" width=\"899\" height=\"749\" srcset=\"https:\/\/trainingmag.com\/wp\/wp-content\/uploads\/2025\/05\/thumbnail_BFC-24001-psychological-safety-chart.jpg 899w, https:\/\/trainingmag.com\/wp\/wp-content\/uploads\/2025\/05\/thumbnail_BFC-24001-psychological-safety-chart-300x250.jpg 300w, https:\/\/trainingmag.com\/wp\/wp-content\/uploads\/2025\/05\/thumbnail_BFC-24001-psychological-safety-chart-768x640.jpg 768w, https:\/\/trainingmag.com\/wp\/wp-content\/uploads\/2025\/05\/thumbnail_BFC-24001-psychological-safety-chart-504x420.jpg 504w, https:\/\/trainingmag.com\/wp\/wp-content\/uploads\/2025\/05\/thumbnail_BFC-24001-psychological-safety-chart-696x580.jpg 696w\" sizes=\"auto, (max-width: 899px) 100vw, 899px\" \/><\/p>\n<p><span data-contrast=\"auto\">The four zones above are used when talking about psychological safety and accountability.<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">What follows will explain how to break down key identifiable elements of Psychological Safety to practices that can be surveyed, measured, and acted upon.\u00a0<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">Queries might include:<\/span><\/p>\n<p><span data-contrast=\"auto\">\u2022 In this group, making an error is not looked down upon and held against you (rank from very much agree to very much disagree).<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<ul>\n<li>In this group, I feel comfortable voicing concerns and what I see as critical challenges (ranging from very much agree to very much disagree).<\/li>\n<\/ul>\n<h2>Applying the newly actionable information<\/h2>\n<p><span data-contrast=\"auto\">Once the framework, language, and measurement are in place, leaders can take steps to increase Psychological Safety in the lower areas and work to maintain the higher areas. <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">As an example, let\u2019s look at the assessment query above: \u201c<\/span><b><span data-contrast=\"auto\">In this group, making an error is not looked down upon and held against you.\u201d<\/span><\/b><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">We don\u2019t want errors, but they happen, causing finger-pointing, yelling, or passive-aggressive silence. More positively, they can create teachable moments. If we refer to the four zones of Psychological Safety and our group is in the Learning Zone, we will be comfortable discussing the scenario and how to learn, grow, and improve. <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">In a culture with low Psychological Safety, errors may be brought to light negatively in public, held over your head, and you could be labeled in the future. That puts the group in the Anxiety Zone, leading to decreased interpersonal risk-taking and choosing work that is more status quo, near-term, or incremental. <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">In a psychologically safe context, people ask, \u201cHow did this error occur? Where did the error derive from? How can we learn from this and be stronger next time?\u201d<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">Consider the second query example: \u201c<\/span><b><span data-contrast=\"auto\">In this group, I feel comfortable voicing concerns and what I see as critical challenges.\u201d<\/span><\/b><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">When someone provides their opinion, that person is taking on a risk.\u00a0<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">If someone has used their brain power to analyze the current situation, call out a gap, or offer a more effective way forward, they are investing in their work. Leaders need to reinforce that behavior positively. <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">When people have negative experiences sharing concerns, they can shift into \u201cWhatever\u201d mode and the Apathy Zone. Their thinking is like this: \u201cSomething may be wrong, but I could get negatively called out for voicing my concern. It doesn\u2019t matter if I point it out; the leader won\u2019t hear me, or they won\u2019t act on what I say. I will just be quiet and hit the mute button.\u201d <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">This \u201cWhatever\u201d mode decreases accountability, caring, and the sharing of future concerns, pushing the group into the Apathy Zone.\u00a0<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<h2>Summary<span data-ccp-props=\"{}\">\u00a0<\/span><\/h2>\n<p><span data-contrast=\"auto\">There is no Psychological Safety thermostat, but you can detect the level of Psychological Safety in the team or organization you are in. When safety is high, there is more cohesion, better effort, and deeper relationships. The level of trust, openness, and people who take responsibility for their work is much greater. When safety is low, the inverse occurs. <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<p><span data-contrast=\"auto\">It takes time and energy, but all groups can work toward becoming high performers in Psychological Safety by:<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/p>\n<ol>\n<li><span data-contrast=\"auto\">Defining what Psychological Safety means and looks like behaviorally for a group<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/li>\n<li><span data-contrast=\"auto\">There are many definitions to use, including those in this article.\u00a0<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/li>\n<li><span data-contrast=\"auto\">Measuring Psychological Safety. Get a gauge on how a group is feeling. Take a pulse at least twice per year.\u00a0<\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/li>\n<li><span data-contrast=\"auto\">Develop an action plan so that the practices that maintain psychological safety can propagate throughout the organization. <\/span><span data-ccp-props=\"{}\">\u00a0<\/span><\/li>\n<\/ol>\n<p><span data-contrast=\"auto\">If organizations do these three things for Psychological Safety, they will see increases in performance, retention, leadership, morale, adaptability, and the quality and uniqueness of ideas that people share.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>This article discusses how organizations can make psychological safety tangible and actionable through measurement.<\/p>\n","protected":false},"author":3031,"featured_media":61805,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":""},"categories":[11,88],"tags":[],"class_list":{"0":"post-61803","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-featured","8":"category-news"},"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.2 (Yoast SEO v25.2) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Making Psychological Safety Tangible and Actionable Through Measurement<\/title>\n<meta name=\"description\" content=\"This article discusses how organizations can make psychological safety tangible and actionable through measurement.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link 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Harrison","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/trainingmag.com\/#\/schema\/person\/image\/","url":"https:\/\/secure.gravatar.com\/avatar\/ccc26961cd45d3fc601dac6cdd7adad9adfcdd89c4f8713532e210c4e839aa03?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/ccc26961cd45d3fc601dac6cdd7adad9adfcdd89c4f8713532e210c4e839aa03?s=96&d=mm&r=g","caption":"Andrew Harrison"},"description":"Andrew Harrison has worked with clients around the world on how to achieve higher performance by being more adaptable, collaborative, and innovative. He is the principal of Bonfire Consulting, lead faculty of the Innomada Community, and the Innovation Ambassador of Idea Connection Systems. Andrew is the author of the career motivation book, \u201cLove Your 84,000 Hours at Work: Stories on the Road from People with Purpose and Passion,\u201d and writer of the innovation how-to book, \u201cThe Invisible Element: A Practical Guide for the Human Dynamics of Innovation.\u201d","url":"https:\/\/trainingmag.com\/author\/andrew-harrison\/"}]}},"_links":{"self":[{"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/posts\/61803","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/users\/3031"}],"replies":[{"embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/comments?post=61803"}],"version-history":[{"count":1,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/posts\/61803\/revisions"}],"predecessor-version":[{"id":61806,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/posts\/61803\/revisions\/61806"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/media\/61805"}],"wp:attachment":[{"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/media?parent=61803"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/categories?post=61803"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/trainingmag.com\/wp-json\/wp\/v2\/tags?post=61803"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}