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David C Winegar Psychological Safety for Performance

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David C Winegar Psychological Safety for Performance

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Slides from my webinar on wanted.jobs on how to build psychological safety environments to drive higher performance. Includes neuroscience insights that provide insights into how to better connect people and develop a culture of inclusivity, respect and high trust which results in JOY @ Work.

This is a preview of Absolute-North and David C. Winegar's Psychological Safety for Performance Organizational Toolkit available from absolute-north.com beginning in July of 2021.

Slides from my webinar on wanted.jobs on how to build psychological safety environments to drive higher performance. Includes neuroscience insights that provide insights into how to better connect people and develop a culture of inclusivity, respect and high trust which results in JOY @ Work.

This is a preview of Absolute-North and David C. Winegar's Psychological Safety for Performance Organizational Toolkit available from absolute-north.com beginning in July of 2021.

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David C Winegar Psychological Safety for Performance

  1. 1. Psychological Safety The Secret to Creating High Performing Teams With David C. Winegar, MBA www.absolute-north.com
  2. 2. Poll Question 1 Have you read any books on psychological safety?
  3. 3. To provide insight into how to use psychological safety to build better performing teams. My Objective
  4. 4. Project Aristotle 2012 2 years, 180 teams, 200+ interviews, analysis of 250 attributes SURPRISING RESULTS Aristotle: “The whole is greater than the sum of its parts". Various hypotheses for team success. They examined whether successful teams were made up of shy or outgoing individuals, those with similar interests, or those who socialized together outside of work.
  5. 5. The How of the Team is more important than the Who 1. Conversational turn-taking– members speaking approximately the same amount of time increased the collective intelligence. 2. High average social sensitivity—able to pick up on the nonverbal signals of their team members and correctly interpret their feelings. Psychological Safety
  6. 6. Poll Question 2 How much did teams with Psychological safety outperform their KPIs?
  7. 7. Psy-Safety teams outperformed their KPIs by 20%vs 19% underperformance by teams without.
  8. 8. What Psy-safety is NOT… It is not about being nice to people… in fact, conflictis a useful part of high performance. Kenneth G. Brown, University of Iowa, Journal of Applied Psychology: [T]ask conflict and team performance were positively associated under conditions of high psychological safety. The results support the conclusion that psychological safety facilitates the performance benefits of task conflict in teams.
  9. 9. Psychological Safety Amy Edmondson – “a shared belief held by members of a team that the team is safe for interpersonal risk-taking.” William A. Kahn - “being able to show and employ one’s self without fear of negative consequences of self-image, status or career”.
  10. 10. How do we achieve Psychological Safety?
  11. 11. Psychologically Safe @ Work – The 6Keys to Higher PERFORMANCE
  12. 12. BETTER WORK AND HIGHER PERFORMANCE
  13. 13. TRUST Our Focus Today VULNERABILITY
  14. 14. Vulnerability 취약점 | Kerentanan|脆弱性 | Verletzlichkeit | Vulnerabilidad | பாதிப்பு | Vulnérabilité |Уязвимость | Tính dễ bị tổn thương
  15. 15. Definition of Vulnerability Dictionary: capable of being physically or emotionally wounded. 2 : open to attack or damage : open to criticism. Executive Coach Alicia Graham: “Vulnerability is about… being real with somebody else, being open to who you really are, and giving others the opportunity to really see you.” David C Winegar: A willingness to risk how others think about your skills and abilities by admitting that you do not know everything, make mistakes and need help to achieve success.
  16. 16. When people cannot openly express what they feel, think, expect or experience they will never reach their full potential. No one wants to put on a ‘‘work face’’ when they get to the office. Google Project Aristotle It’s each person’s job in a team to help to create the environment where everyone has the opportunity, will, and motivation to reach their full potential.
  17. 17. The brain has evolved to worry constantly about how others view us Impression Management 2 3 1 4 People will question my intelligence I’ll look negative I’ll be seen as disruptive/dangerous I won’t be liked/ I will be seen as needy
  18. 18. In Companies we have Vulnerability Backwards … • We believe we cannot be vulnerable to people we don’t have a relationship of demonstrated trust. • We are suspicious of other’s intentions and what they will do with information we share with them. • Therefore, we hold back our true thoughts and often our best ideas. • When we are vulnerable it opens the door to sharing and understanding. • The result is others trust us more – we demonstrate to them that we have nothing to hide, no other motives. “Being vulnerable gets the static out of the way and lets us do the job together, without worrying or hesitating,” vulnerability researcher Jeff Polzer.
  19. 19. UNCONSCIOUS Johari Window SELF Shares more OTHERS Gives more Things I don’t know Things I know Things others know Things others don’t know BLIND SPOT HIDDEN UNKNOWN OPEN UNCONSCIOUS HIDDEN UN- KNOWN OPEN BLIND SPOT
  20. 20. Can you see the forest through the trees?
  21. 21. Can you see the trees through the forest?
  22. 22. How to build a culture of vulnerability • Dedicate time for sharing and processing emotions into feelings. • Follow-up and try to understand what is driving the emotion. • Ask more questions to understand what is at the root of the emotion. • Be OK with uncomfortable moments. Silence is not a threat but time to process. • Don’t try to be perfect in your interpretations. • It is often the case that people themselves do not fully understand their emotions and have not yet processed them to feelings. IMPORTANT The difference between emotions and feelings. Emotions are the raw chemicals that produce a physical reaction in the body. Feelings are our thinking brain’s interpretation of the body’s reaction.
  23. 23. TRUST
  24. 24. Every interaction you have with another is an opportunity to open the trust door or close it. Ayaan Khatri Everything was going fine until I opened my mouth.
  25. 25. Without trust we don’t truly collaborate, we merely coordinate or, at best, cooperate. It is trust that transforms a group of people into a team. Stephen Covey, “7 Habits of Highly Effective People”
  26. 26. Poll Question 3 How much more productive are teams with high levels of trust?
  27. 27. An engaged employee is 44% more productive than a satisfied worker, but an employee who feels inspired at work is nearly 125% more productive than a satisfied one. People in Trustful Organizations have…
  28. 28. High performance is about promoting TRUST Definition of Trust: The total time that people save in not having to verify others’ actions and intentions. TRUST IS A CHEMICAL Oxytocin
  29. 29. The Aha Moment More O = More Trust = More Opportunity
  30. 30. Tara Raam - Department of Neurobiology, Harvard Medical School • “Our results indicate that oxytocin takes over the preexisting neural circuit within the hippocampus that normally regulates the separation of similar memories. In the presence of oxytocin, the circuit assumes an additional role as a regulator of social cognition,” (Raam, et al. 2017) • Oxytocin, therefore, plays a part in determining if a person is a friend or foe, providing us with the intuitive memory of those who have harmed us, as well as those who have cared for us. Raam, Tara, Kathleen M. McAvoy, Antoine Besnard, Alexa H. Veenema, and Amar Sahay. 2017. "Hippocampal oxytocin receptors are necessary for discrimination of social stimuli." Nature Communications 8 (1): 2001. Accessed 7 11, 2018. http://nature.com/articles/s41467-017- 02173-0.
  31. 31. The Trust Equation <(CREDIBILITY) +(RELIABILITY) + (INTIMACY) (SELF-ORIENTATION) > = TRUSTWORTHINESS JOY = TRUST X PURPOSE Definition of Trust: The total time people do not have to spend in verifying others’ actions and intentions.
  32. 32. Research Confirms • People with higher concentrations of oxytocin are more than three times more likely to prioritize their group's interests over their own. • Oxytocin drives people away from an egoistic self-serving orientation. • Oxytocin promotes “tend and defend” behavior. • In-group (our tribe) trust and cooperation, and defensive, but not offensive, aggression toward competing groups. • Higher Oxytocin, the more people are willing to conform to the attitudes of the group.
  33. 33. What kills Oxytocin? • Testosterone kills Oxytocin – Leadership roles promote testosterone production (in men and women). • Uncertainty is one of the drivers of social rejection and is manifested in the brain the same as physical pain.
  34. 34. What gets in the way?
  35. 35. What is the ONE thing that we never have enough of and cannot get more of? FOCUS 9-18s
  36. 36. The human brain cannot multitask it can only cognitively switch between tasks.
  37. 37. The Steps to Attain Higher Team Performance
  38. 38. PURPOSE Converse Relate Sync Collaborate WE Joy @ Work Psy- Saftey
  39. 39. PURPOSE Converse Relate Sync Collaborate WE Joy @ Work Psy- Saftey WE-Centric thinking unleashes our potential to achieve more. CONVERSATIONS are fundamental to all human interactions. Humans are hard-wired for RELATIONSHIPS. When humans agree their brains are in physical SYNCHRONIZATION COLLABORATION happens only when we feel safe.
  40. 40. Everything happens through Conversations • Remember! Words are not things, they are the representations and symbols we use to see, think, and process our perceptions of reality with others. – Judith Glaser • All conversations make us feel either good or bad. • We either feel open to co- create, or we close down and protect. .07 Seconds At the Moment of Contact
  41. 41. How to Move to Better Conversations &
  42. 42. What gets in the way?
  43. 43. We make Assumptions Based on our “Gut” and past experiences
  44. 44. What we already know and our established habits. Humans are pattern recognizing machines. We try to fit everything into what we already know and don’t care if it is true or not.
  45. 45. Our brains assume a lot! What you do not want is people making the WRONG assumptions
  46. 46. It’s all about how people Perceive You Heidi Grant Halvorson “No one understands you and what to do about it.” https://www.amazon.co.uk/One-Understands-You-What-About/dp/1625274122
  47. 47. Our View of the World is Individual The Dress – Example of your Brain‘s unique ability to interpret the world. We each have our own view shaped by culture, history, experience. THE DRESS
  48. 48. You Brain is not your Friend • Your brain is continually live wiring - you are either growing and rising (upwiring) or you are fading and falling (downwiring) – there is NOTHING in-between • Naturally our brains want to downwire. We want to settle into using as little energy as possible (Our brain is 1/12th of our body but uses 20% of our energy). • The brain makes breakthroughs by leaning into what is possible – upwiring. • The more you upwire the easier it comes to upwire • It becomes a first attention priority for the brain. Good and Great are the Enemies of What is Possible
  49. 49. How lazy is your brain?
  50. 50. ?= Question: What is the answer to this puzzle? Only 1 in 1000 can solve this.
  51. 51. Our bodies respond negatively to using energy on things not necessary for survival.
  52. 52. Emotional Intelligence is Important
  53. 53. Fastest path to Dis-Trust LACK OF EMPATHY
  54. 54. I am too powerful too empathize. Testosterone impairs cognitive empathy, preventing the ability to understand the emotions of others (men and women!)
  55. 55. Psychological Safety is first and foremost about… using our brains to demonstrate to others that we care for their well- being and respect their differences because we know this is the only path to greatness. David C Winegar
  56. 56. Self-Help Book Industry is $11 Billion Industry People hear, see, & feel a good idea For the brain it is… JOB DONE
  57. 57. Plasticity and Nudge “The brain thwarts progress with old habits and imaginary evils and is maddeningly prone to waiting for the big miracle or easy solution that never comes, never realizing that one small change and then another could have won it all.” Author of more than 700 papers and other publications on the brain. Neuroscientist Dr. Karl Pribram 1919 - 2015
  58. 58. Coming in July 2021 • Comprehensive guide to creating psychologically safe teams. • A practical toolkit for developing programs in psychological safety in your organization. • Includes everything from the benefits for your organization to planning and implementation tools, presentations, a quick-start guide and how to manage change for higher levels of success.

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