Dare to
speak.
Your team knows something is going wrong. But nobody says it. They say yes in the meeting and do no on the floor. You feel it. You know the atmosphere is off. But you don't know how to address it.
What we hear.
Psychological safety is not the same as friendliness. It is the conviction of every team member that they can speak, ask questions and report mistakes without fear. Google named it the number 1 factor of its best teams.
Why people don't dare to speak.
People have learned that speaking carries risk
Rightly or not. That feeling doesn't fade by itself. It has to be actively dismantled by how a manager responds to bad news.
Hierarchy undermines safety
In care and public sector, hierarchy is strong. That makes it especially hard for people to say something that diverges from the line.
Mistakes get associated with punishment
Not with learning. That makes people cautious. And caution costs organisations more than the mistakes themselves.
What changes.
Human Matters builds psychological safety structurally, not symbolically. With a measurement before and after. Antwerp Police Zone and UZ Gent are our references in strongly hierarchical environments.
“ Thirty three-day trainings, all received with enthusiasm without exception. And that in a strongly hierarchical environment.
What you want to know.
Psychological safety, isn't that just teambuilding? ›
No. Teambuilding creates fun and connection. Psychological safety is the conviction that you can be yourself at work without being punished. You can be excellent colleagues and still not have psychological safety.
How do you measure psychological safety? ›
With the Psychological Safety Self-scan, based on the Amy Edmondson model. Anonymous, digital, per team and per layer. Gives a score on 7 dimensions. We measure before and after the programme.
Does this work in strongly hierarchical organisations too? ›
Those are precisely the organisations where it makes the biggest difference and where we have most experience. Antwerp Police Zone and UZ Gent are our references.
How do you handle resistance from managers? ›
We always start with the Self-scan results. Numbers are harder to ignore than opinions. When the data shows that staff don't feel safe, the conversation changes.
Can we roll this out across multiple years? ›
Yes, and that's actually recommended for large organisations. We design a multi-year plan, rolling out in phases, measuring and adjusting.
Other programmes
Just
say it.
You have run trainings before. Two months later everything is back to how it was.
Truly
heard.
People mean well. But they keep stepping on each other's toes.
Decide
together.
Your meetings run too long. There is a lot of talking.