The Paradox of Psychological Safety: How Workplace Routines Can Create a Culture of Trust and Innovation

Routine is often seen as the enemy of creativity. We will explore how its presence in the workplace can promote psychological safety, challenging traditional notions of seriousness and professionalism. Well-constructed rituals and practices can break the paradigm between relaxation and commitment, establishing a solid foundation for a culture of trust and collaboration; making work more welcoming and innovative.

Embrace Ambiguity

Although it can be daunting, it is possible to create an environment where uncertainty and ambiguity are accepted and even welcomed. This aligns with the concept of psychological safety, where a safe space is created to explore complex and challenging non-linear ideas, embracing paradoxes and uncertainties. A culture that embraces new ideas, no matter how challenging they initially seem, innovates and encourages true collaboration, rather than stamping it out.

Routine Can Be Your Friend

“Routine” carries connotations of monotony and repetition. We often conclude that something has become commonplace or trivial simply because it is routine. For example, it is common for people to make major changes in their lives because they can no longer bear what they perceive as the monotony of routine.

The fact is, when we zoom out and focus on the organization, it is through routines that we can sustain practices that contribute (even minimally) to building connections. With the advent of remote work, routines have become even more important and meaningful. They provide structure and predictability in a more flexible and dispersed work environment. These routines help maintain connection among team members, promoting a sense of normalcy, comfort,  and cohesion, even at a distance. 

By looking at routines with a new perspective, and valuing them as safe and prioritized experiences, we create an environment that promotes psychological safety, where uncertainty and ambiguity can be managed healthily and productively.

We Are Not Born Creative

The paradigm shift that creativity is not static nor innate, rather it can be learned and developed, is crucial to personal and organizational growth. Creativity is an iterative process and each iteration allows ideas to be repeatedly tested and refined until they can be confidently embraced.

Supporting this process requires building trust and constructive feedback more than the importance of materializing an idea, the innovative elements created from creativity contribute to building trust.

Thus, psychological safety is essential to fostering creativity, as it offers a supportive environment where iteration and the process of trial and error are encouraged and valued. It is crucial for individuals to feel safe to experiment and fail without fear.

But We Are Born with Fear!

As humans, we are constantly trying to influence others' perceptions of us by regulating and controlling information in social interactions. We act in this way both consciously and unconsciously.

Don't want to seem ignorant? Don't ask questions! Don't want to seem incompetent? Don't admit your mistakes! Don't want to seem intrusive? Don't offer ideas!

In the workplace, avoiding actions that might lead others to think negatively about us is very common. Freely and spontaneously exchanging ideas, as well as sharing concerns or raising questions, are actions often hindered by interpersonal fear.

More than the competitive disadvantages, where silence subtly communicates an environment lacking experimentation and learning, one of the major drawbacks of trying to control others' perceptions is superficial and inauthentic interactions.

Psychological safety allows people to be more authentic and to connect genuinely with others, building relationships based on trust and mutual respect.

What Psychological Safety Is Not

Amy Edmondson, in The Fearless Organization, defines what psychological safety is not.

In a psychologically safe environment, unconditional agreement among people is not a rule. On the contrary, it is an environment where conflict is welcomed, as long as it is productive, and it is from diverse perspectives that a learning and creative environment is cultivated.

Likewise, psychological safety should not deliberately aim for high performance. High performance can only be achieved when people truly feel safe.

The actual relationship between feeling safe and achieving high performance lies in the absence of interpersonal fear, or rather, in the trust that people have in being able to share their ideas and express themselves openly. The absence of this sense of safety, in contexts of uncertainty and/or interdependence, results in wasted potential performance.

Finally, psychological safety is not derived from individual aspects or specific personality traits. It is something experienced in a group, where people working together tend to have tangible perceptions that lead to conclusions about the existence or not of a psychologically safe environment. In a truly psychologically safe environment, every individual’s identity is valued, ultimately building a more authentic and respectful organization. 

Structure Influences Behavior

The construction of practices and rituals focused on psychological safety is essential to creating a work environment where team members feel safe to express their ideas, opinions, and concerns without fear of negative repercussions. These practices are based on encouraging the acceptance of ambiguity, valuing routines, and promoting continuous iteration.

Accepting ambiguity allows teams to better deal with complexity, which is essential in an ever-changing world. By valuing routines, we create situational and purpose-driven experiences that function as anchor points, providing a sense of safety and stability. Continuous iteration, through a process of trial and error, allows ideas to be repeatedly tested and refined, fostering a learning and creative environment.

These practices not only help build trust among team members but also promote innovation and effective collaboration. In an environment where psychological safety is prioritized, individuals feel valued and heard, which is essential for long-term organizational success.

How to Build a Psychologically Safe Organization?

Building practices and rituals focused on psychological safety already demonstrates that psychological safety is being considered in the work environment. By establishing these practices, the organization communicates that it values an environment where employees feel safe to express their ideas, opinions, and concerns without fear of negative repercussions.

This proactive approach shows a commitment to creating a welcoming and supportive space, where diverse thoughts are valued, and innovation is encouraged. Additionally, by continuously iterating on these practices, the organization shows that it is willing to adapt to the needs of its employees, further strengthening trust and collaboration.

In summary, the implementation of these practices and rituals is tangible proof that psychological safety is a priority, promoting a healthy and productive work environment.

To support the implementation and development of practices, tools, and methodologies that promote what is sought and perceived within a psychologically safe environment is a good starting point. 

Design Thinking, primarily because it is a relationship-centered and authenticity-focused approach that seeks to build solutions to real problems iteratively and experimentally, can be an ally in building practices. Empathy for understanding needs and challenges, as well as an emphasis on ideation, testing, and continuous iteration, are Design Thinking characteristics that directly align with the values of psychological safety.

With the main goal of creating connections and bonds, mentorship programs where more experienced employees can guide and support new team members are also an interesting tool for promoting a continuous learning and mutual respect environment.

Finally, artifacts that allow for check-in routines where everyone can also share their emotional state, concerns, and priorities can contribute to building an environment of transparency and mutual support.

How to Put This into Practice?

Rituals and Practices That Can Contribute to Building Psychological Safety

Regular and Structured Meetings

• Check-in Routines: Check-in artifacts where everyone can share their emotional state, concerns, and priorities. This helps create an environment of transparency and mutual support.

• Retrospective Routines: Regular meetings to review what has been done, what worked, and what can be improved. This promotes a culture of continuous learning and iteration.

  
  

Encouragement of Experimentation and Iteration

• Pilot Projects: Encourage the team to conduct small pilot projects before larger implementations. This allows for testing ideas in a controlled environment and learning from mistakes.

• Feedback Culture: Establish a culture where feedback is given and received constructively and regularly. This helps with continuous improvement and promotes mutual trust.

  
  

Bond Creation Through Routines

• Connection Rituals: Introduce rituals to foster connections (not just formal) among team members. Recognition is a motivating element, and celebrating achievements, no matter how small helps build an environment of recognition and support.

  
  

Promotion of an Environment Free from Interpersonal Fear

• Start with Leadership: Establish an open-door model where leaders are accessible to hear the concerns and ideas of team members. Leaders can contribute to building a more open environment by demonstrating authenticity and vulnerability, showing that it is acceptable to admit mistakes and ask for help.

Conclusion

By looking at routines with a fresh perspective and valuing them as safe and prioritized experiences, we create an environment that promotes psychological safety, where uncertainty and ambiguity can be managed in a healthy and productive manner. Leading with an approach that values psychological safety and structured routines is essential for long-term organizational success.

As Amy Edmondson highlights, “Psychological safety is not about being nice all the time. It's about creating an atmosphere where people feel safe to speak up and take risks on behalf of the team and the organization.”

Building a psychologically safe environment is not only a necessity but a competitive advantage, essential for innovation and long-term performance.

References

Allen Ganett, The Creative Curve: How to Develop the Right Idea at the Right Time

Amy Edmondson, the Fearless organization

Erika Keswin, The Hidden Power of Workplace Rituals

Erving Goffman, A Representação do Eu na Vida Cotidiana

Fung Eric N. , Cowden Richard G. , Chen Ying , Weziak-Bialowolska Dorota , Bialowolski Piotr , Lee Matthew T. , McNeely Eileen , VanderWeele Tyler J., Prospective associations of multidimensional well-being with work distraction and job satisfaction: a two-wave study of US employees

Mary Spagnol ; Barbara H. Fiese**, Family Routines and Rituals: A Context for Development in the Lives of Young Children**

Wilfred R. Bion, Aprender da Experiência

Wilfred R. Bion, Experiências com Grupos