When a crisis occurs, it often brings a wave of stress for everyone involved—from the teams managing the issue to the stakeholders making critical decisions. Picture support teams on high alert, customers eagerly waiting for resolutions, and executives seeking answers to navigate the company through challenging times.
This mounting pressure can turn a difficult situation into an almost unmanageable one, especially when dealing with new or unexpected problems.
In such circumstances, the significance of psychological safety becomes glaringly obvious. Psychological safety, which ensures that individuals can speak up, ask questions, and admit mistakes without fear of backlash, is essential for effective incident management.
Without this fundamental safety net, not only does the stress escalate for those directly handling the incident, but there is also a risk of destabilizing other aspects of organizational well-being.
In this discussion, we will delve into the importance of psychological safety in incident management.
### What is psychological safety?
While the term may sound like something out of a Psychology 101 textbook, psychological safety plays a crucial role within engineering teams.
Initially coined by psychologist Carl Rogers in the 1950s, the concept gained traction in industries like manufacturing and aerospace before being adopted more broadly to enhance organizational learning.
Harvard professor Amy Edmondson popularized the term in her book “Right Kind of Wrong: The Science of Failing Well,” defining psychological safety as:
“A belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk-taking.”
If you find yourself recalling uncomfortable moments while reading this, you’re not alone. Too often, individuals are judged and criticized for incidents, creating an environment where they are afraid to voice their thoughts. Instead of focusing on their best work, they worry about making mistakes.
### How psychological safety fits into incident management
Above all, a lack of psychological safety contradicts a culture of incident response that promotes deep learning and accountability. If responders are expected to perform at their best, psychological safety must be ingrained as a core value from the beginning.
Simply put, ignoring this aspect can pose a significant obstacle to effective incident response.
#### Being afraid to make mistakes
If individuals are constantly blamed as the cause of an incident, challenges will arise throughout the incident lifecycle. Whether it leads to underreporting issues, anxiety about being on call, or avoiding high-risk tasks, this practice is counterproductive.
Unfortunately, singling out individuals as the root cause of an incident is still common, rather than examining the various contributing factors. This approach tends to blame individuals instead of addressing broader systemic issues behind incidents.
Ultimately, this blame game hinders learning and morale.
### Root cause vs contributing factors
Rethinking the traditional root cause analysis by focusing on contributing factors can lead to deeper incident analysis. Instead of pinpointing individuals as the sole cause, consider how multiple factors contributed to the incident.
In short, looking at contributing factors—whether they involve human actions, processes, or systems—offers a more comprehensive understanding of incidents.
#### Not wanting to get involved
Effective incident response requires team members to propose solutions without fear. Establishing psychological safety during regular work or on-call shifts is vital for responders to feel confident in their problem-solving abilities.
However, a workplace culture that punishes individuals for implementing quick fixes during emergencies can deter enthusiasm and commitment to incident response. Fear of repercussions may lead to delays in addressing issues, as responders hesitate to take action without perfect solutions.
#### Asking questions
Encouraging questions, especially from new team members or those with less domain knowledge, is crucial for continuous learning and development. Creating a culture where asking questions is welcomed prevents a cycle of shame and reduces avoidable mistakes.
When team members feel safe to ask questions, they are more likely to seek clarification and avoid errors that could lead to incidents.
### Creating a psychologically safe environment
Establishing a psychologically safe organization is a gradual process that requires ongoing effort. When everyone feels supported and valued, the organization can thrive. Here are some steps to move closer to this goal:
– Make it clear that it’s okay not to have all the answers.
– Shift focus from individuals to systems when analyzing incidents.
– Facilitate open communication, especially during post-mortem meetings.
– Encourage asking questions, leading by example to normalize curiosity and learning.
### Conclusion
Building a culture of psychological safety is a continuous journey that pays off in enabling teams to do their best work. By removing the fear of making mistakes, fostering open communication, and encouraging questions, organizations empower their employees to excel.
Creating an environment where individuals feel supported and valued ultimately enhances team performance and resilience.
