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Psychological safety can be beneficial (to a point) — here’s where it gets dangerous
We must create environments where safety does not come through the transfer of risk, but where we can encounter risk in a supportive way.
In The Fearless Organization, Amy Edmondson described teams with the shared belief that it is okay to take risks, admit mistakes and ask questions without fear of reprisals. Receiving a list of activities for a two-week sprint cycle, orchestrated externally, without the danger of change or personal responsibility, is the ultimate safety net. Jeremy Adamson is an independent data and analytics consultant, an instructor in corporate strategy at the University of New Brunswick, and the author of “Geeks with Empathy” and “Minding the Machines.
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