Psychological Safety in the Workplace: Understanding Power Dynamics
The concept of psychological safety has emerged as a crucial element of organizational culture. Psychological safety, a term coined by Harvard Business School professor Amy Edmondson, refers to an individual’s perception of the consequences of taking interpersonal risks in a work environment. It's about feeling safe to express oneself without fear of negative consequences to self-image, status, or career. In environments lacking psychological safety, employees may feel inhibited, leading to decreased innovation, productivity, and well-being.
The topic of psychological safety came up in a session with one of my clients. The other day, my client who works for a startup told me the story of a conversation she overheard at a dinner party. The VP of a separate department than hers sat down next to an employee who reports to him. The VP was 5 drinks into the dinner party when he looked at the employee who reports to him and said, “I own you.”
The employee looked visibly uncomfortable but in his so-called professionalism in a highly unprofessional situation, laughed it off, made an appeasing joke, and tried to steer the conversation into a new topic. My client could not shake off what she had witnessed. She felt uncomfortable by the exchange from across the table. And, honestly, she did not feel safe for herself and her colleague.
The Need to Assert Power: A Closer Look
The urge some managers feel to assert their power, often in overt or subtle ways, can significantly undermine psychological safety. This need can stem from various sources, such as personal insecurity, organizational culture, or traditional hierarchical structures. In the anecdote shared about the VP who told an employee "I own you," we see a stark example of power dynamics playing out inappropriately.
Such comments, even made in jest, can have profound implications. They can create an environment where employees feel valued not for their contributions or skills, but rather as subordinates in a rigid power structure. This not only impacts the individual’s sense of safety and belonging but can ripple across the entire team, affecting morale and engagement.
Why a Joke May Not Be Just a Joke
It's important to scrutinize the underlying sentiments behind remarks that position one person as dominant over another. When a senior leader makes a comment about owning an employee, it could be an attempt to cement their authority, intentionally or not. This behavior can stem from a desire to control or a fear of losing dominance in the workplace hierarchy.
While some might dismiss such comments as harmless banter, they can carry a weighty subtext, reinforcing an outdated model of leadership that prioritizes control over collaboration. In the modern workplace, where agility and teamwork are prized, such attitudes can be detrimental.
The Impact on Psychological Safety
When employees feel that their value in the company is undermined by power plays, their sense of psychological safety is eroded. This can lead to a host of negative outcomes, including:
Reduced Creativity and Innovation: Fear of reprisal can stifle creativity, as employees may choose to keep ideas to themselves.
Decreased Engagement and Satisfaction: Employees who do not feel respected or valued are less likely to be engaged with their work or satisfied with their job.
Increased Turnover: An uncomfortable or hostile work environment can lead to higher turnover rates, as employees leave in search of healthier work climates.
Fostering a Safer Workplace
Creating a psychologically safe workplace is a shared responsibility, primarily led by managers and executives—those who hold conventionally powerful positions. Here are a few strategies that can help promote a safer, more inclusive environment:
Encourage Open Dialogue: Leaders should promote an atmosphere where all team members can speak openly about their thoughts and concerns.
Educate on Power Dynamics: Training sessions on power dynamics and how they affect interactions and decisions can be invaluable.
Model Appropriate Behavior: Leaders must be role models in how they handle power and authority, demonstrating respect and restraint.
Implement and Enforce Clear Policies: Clear policies regarding conduct and communication can help maintain professional and respectful interactions.
Conclusion
My client’s story about what she saw at the dinner party is a powerful reminder of the pervasive issues surrounding power dynamics in many workplaces. It underscores the importance of not only addressing inappropriate comments but also actively building a culture where such remarks are recognized as harmful. By fostering an environment of psychological safety, we the people within these organizations can not only enhance the well-being of their employees but also improve overall productivity and success.