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HBR Article on building Psychological Safety in Teams - 5 min read

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HBR Article on building Psychological Safety in Teams - 5 min read

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A Guide to Building Psychological Safety on Your Team

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Today, it’s not enough for leaders to drive strong employee performance. They need to take care of their team’s wellbeing, too. Here are a few ways to build a psychologically safe workplace: Don’t focus too much on building the “perfect” team. As a manager, it’s normal to want to hold everyone to a…

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Centre for Creative Leadership - ways to build psychologically Safe workplaces - 10 minute read

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Centre for Creative Leadership - ways to build psychologically Safe workplaces - 10 minute read

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What Is Psychological Safety at Work? How Leaders Can Build Psychologically Safe Workplaces

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What is psychological safety at work? Learn how to assess and build psychological safety in the workplace to improve collaboration and culture.

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HBR Guide - including content from Amy Edmondson - 8 minute watch

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HBR Guide - including content from Amy Edmondson - 8 minute watch

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Video which makes the case for psychological safety.

Includes Edmondson's 7 questions to assess if your team has Psychological safety

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Forbes article - evidence & research into how Diversity supports performance

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Forbes article - evidence & research into how Diversity supports performance

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Section 4 - " Diversity can help your team become more agile and be better equipped to pivot and adapt as necessary to remain competitive. As data from McKinsey reveals, the top quartile of companies for ethnic diversity are 36% more likely to financially outperform their less diverse peers. Those added perspectives can contribute to very real results."

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One More Time: Why Diversity Leads To Better Team Performance

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USe Kantor as a means to understand group dynamics & airtime in the room

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Examples of appreciative Inquiry Questions 

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Examples of appreciative Inquiry Questions 

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Appreciative inquiry questions are questions that focus on what people want to improve or have more of. They are used in the Appreciative Inquiry model, which is a way to approach change by focusing on strengths and positives instead of problems.

Examples of appreciative inquiry questions

What's working well now?

What do you value most about it ?

What do you want more of?

What worked well for you before?

What do you think caused this to happen?

What's your solution?

What are you going to do about…?

What do you want to do next?

How to use appreciative inquiry questions

Start with an affirmative topic, such as greater customer satisfaction or safer work environments

Reframe the problem as an affirmative question

Make sure the topic is interesting and compelling to the people involved

Consider the principle of simultaneity, which states that the questions asked first can plant the seeds of change

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5 C's Framework - Colour, Context, Connective-tissue, Cost and Consequences - from Brene Brown’s Dare to Lead

This is a useful framework for feedback, planning and team cohesion.

In facilitation, it can be useful for design, as we check if what we are delivering is clear and purposeful:

Go ahead and ask yourself these questions…

1) Do people know what is expected of them? Or do the goal posts keep changing?

2) Do you take the time to provide context? Or do you give them a quick brief and expect them to read your mind?

3) Does your team member really understand what ‘done’ looks like? Or are they a bit confused?

A team that has clarity and alignment will be a game changer for the productivity and successful outcomes

Colour – start by painting a clear picture of what the work looks like, explain the outcome you are seeking and describe your expectation for what ‘done’ looks like.

Context – explain why we are doing this?  Which stakeholders are involved and what are their interests and expectations?  How does this fit into the bigger picture (i.e. the companies' strategy, vision or goals?)

Connective-tissue – when is this work due and what other actions, deadlines and initiatives are reliant on this?

Cost – what’s the cost involved in terms of money, time, effort, bandwidth, focus and priorities?

Consequences – what happens if this isn’t completed on time?  What’s at risk if we do nothing here?  What unintended consequences could there be?

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It is common to experience challenge in EDI training. Addressing it thoughtfully is crucial to maintaining a productive and inclusive learning environment.

Here’s my perspective and suggested approach:

Understanding the Perspective

Some people feel defensive or excluded during EDI discussions because they interpret the focus on historically marginalised groups as a threat to their own position or value. This reaction often stems from:

1. A misunderstanding of EDI principles, believing they promote exclusion rather than inclusion.

2. Fear of losing privileges or status they may not have consciously recognised.

3. A sense of being blamed for systemic inequities they feel they didn’t create.

Facilitator Strategies to Address This:

1. Acknowledge and Validate Feelings Without Conceding the Point

- Acknowledge participants’ discomfort or concerns without agreeing that EDI is discriminatory. For example:

"It’s understandable to feel uncertain or even defensive when these topics are raised, especially if it seems like they challenge your experiences. Let’s explore what EDI really means and how it benefits everyone."

2. Clarify the Purpose of EDI

- Emphasise that EDI is not about blame or exclusion but about creating a level playing field where everyone has the opportunity to thrive.

- Explain that addressing inequities doesn’t mean taking opportunities away from anyone but ensuring they’re accessible to all.

3. Share Data and Stories

- Use evidence to show how diverse and inclusive environments benefit all groups, (e.g., improved team performance, innovation, and employee satisfaction).

- Share stories of how EDI has positively impacted individuals from all backgrounds.

4. Focus on Universal Values

- Highlight shared values like fairness, respect, and dignity that apply to everyone. Frame EDI as a way to foster these principles across the organisation.

5. Redirect from "Us vs. Them" Thinking

- Challenge divisive thinking by focusing on systems rather than individuals:

"This isn’t about saying any one group is bad or responsible for inequality. It’s about recognising how systems have worked in the past and how we can make them work better for everyone."

6. Invite Curiosity and Reflection

- Encourage participants to explore their own experiences and consider how privilege might play out. Use questions like:

"Have you ever felt judged or excluded? Imagine if that were your daily experience—how might that shape your opportunities?"

7. Set Ground Rules and Tone

- Clearly establish that the training is a space for open dialogue, mutual respect, and learning—not for personal attacks or defensiveness.

8. De-centre Identity Politics

- Focus on organisational and team dynamics rather than personal identity. For instance:

"EDI isn’t about labels—it’s about ensuring our teams are effective and supportive environments where everyone can bring their best."

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Final Thoughts

Resistance to EDI often comes from fear or misunderstanding, not malice. As facilitators, we can help participants see EDI as an opportunity for growth rather than a threat by fostering empathy, providing clear explanations, and reframing the conversation around shared goals.