Managing the Risk of Learning: Psychological Safety in Work Teams

By Amy C. Edmondson. 2008

343 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/6b85df1476dc70e090a8ecbcd4e7786ff47d8607

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In Management Science and Operations Research

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance (2015, background): “…result, team members may feel undervalued and unfairly treated (Anderson & Brown, 2010; Harrison & Klein, 2007), which may at times have negative implications for team psychological safety (e.g., De Cremer, 2006, 2007; Edmondson, 2003), and thereby team performance (e.g., Schaubroeck et al., 2011).”
Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviors in face-to-face and virtual teams (2020, background): “Moreover, admitting mistakes as well as sharing and seeking feedback (Edmondson, 2002) fit into the category of discussing mistakes and conflicts openly in our taxonomy of team trust.”
How are we creative together? Comparing sociocognitive and sociocultural answers (2011, background): “In the absence of trust and, consequently, of safety, group members or collaborators will not take the “risk” of exposing their ideas or engaging with the ideas of others (see also Edmondson, 2003).”
An Exploratory Study of Group Development and Team Learning (2015, methodology): “Both are social conditions that have been modeled as infl uencing factors for effective teamwork and effective team learning (Boon, Raes, Kyndt, & Dochy, 2013; Edmondson, 2003; Van den Bossche et al., 2006).”
Team Reflexivity as an Antidote to Team Information-Processing Failures (2014, background): “…time-outs, or by creating a meta-norm of reflexivity to help members feel free to ask for a time-out or call attention to doubts they have with respect to the group’s work, or if there are differences in (cross)-understanding (cf. Edmondson, 1999, 2003; Huber & Lewis, 2010; Zellmer-Bruhn, 2003).”
Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes (2013, unknown): “This belief cultivates team confidence for risk-taking activities and experiment with unproven actions (Edmondson, 2002).”