Nurturing Psychological Safety in the Workplace: The Rishika Case Study

Fostering a psychologically safe workplace is the foundation that enables a great attitude to flourish. From this attitude, great behaviors emerge, paving the path for remarkable actions and ultimately, transformative results.
​
In the fast-paced and competitive world of business, organizations often prioritize performance metrics, profit margins, and market share. While these are undoubtedly essential aspects of success, there's another, often overlooked, factor that can significantly impact an organization's long-term health: Psychological Safety. This article delves into the concept of psychological safety, its profound implications, and how it played a pivotal role in the case of Ms. Rishika, a Sales Manager whose career took an unexpected turn due to the absence of psychological safety in her workplace.

The Rishika Case: A Lesson in Psychological Safety
Imagine being in Ms. Rishika's shoes. As a Sales Manager, she was entrusted with the responsibility of securing critical orders for her company. However, a fateful day arrived when she lost a substantial order worth ten million rupees due to a seemingly minor delay in submitting a revised quote. The repercussions of this loss were dire, and Rishika faced a dilemma.

Instead of disclosing the real reason for the order loss, she recorded in the Customer Relationship Management (CRM) system that the client had chosen a competitor due to their "higher prices." Rishika's decision to conceal the truth was driven by an overwhelming fear of disclosing her mistake and the potential negative consequences that might follow. Unfortunately, this decision ultimately led to her downfall.

Several months later, a Sales Analyst conducted a thorough analysis of the situation and unearthed an astonishing revelation. The competitor had secured the order by quoting a price that was a whopping 20% higher than Rishika's offer. This discovery raised two crucial questions:

1. What made Rishika hesitant to share the real reason for the order loss?
At the heart of Rishika's hesitation was a fear of negative consequences and retaliation. She did not feel comfortable, confident, or safe to express her concerns and the real reasons behind the order loss, apprehending backlash from the organization.

2. Who is responsible for Rishika's false reporting about the reasons for the order loss?
While Rishika bears some responsibility for her actions, the organizational culture also played a significant role in shaping her mindset. The workplace culture failed to provide an environment where employees could openly discuss problems, share mistakes, and voice concerns without fearing repercussions. Rishika's case serves as a stark reminder of the consequences that can befall both individuals and organizations when psychological safety is absent.

Understanding Psychological Safety:
Psychological safety is a term that encompasses an individual's perception of the workplace environment's safety for their mental and emotional well-being. It is the trust or belief that an employee has in their workplace when it comes to expressing thoughts, ideas, concerns, mistakes, or asking questions without the fear of punishment or negative consequences. In simpler terms, psychological safety refers to a culture within an organization where employees feel comfortable, confident, and safe to express their thoughts, ideas, concerns, and opinions without fear of negative consequences, ridicule, or retribution.

Why is Psychological Safety Neglected?
Despite its immense significance, psychological safety is often an invisible and neglected factor in organizations. Several factors and reasons contribute to the lack of psychological safety in the workplace, and a few are:

1. Lack of Values or Poor Implementation of Company's Values:
In Rishika's case, the organization's stated values may not have aligned with its actions and culture. Rishika feared disclosing the real reason for the order loss because she anticipated negative consequences, indicating a disconnect between the organization's values and the actual workplace environment.

2. Unclear Expectations:
Rishika's hesitation to share the real reason for the order loss could be attributed to unclear expectations. She may have been uncertain about how her actions would be evaluated or whether she would face repercussions for the delay in submitting the revised quote.

3. Lack of Systematic Feedback System:
The absence of a systematic feedback system can hinder employees' growth and development. Rishika may not have received constructive feedback or guidance on how to handle the order loss, leading to her reluctance to express herself openly.

4. Lack of Visionary Leadership:
Rishika's case reflects a lack of visionary leadership from her superiors. If leaders were not forward-thinking or inclusive, it could have contributed to a culture where open communication and employee input were discouraged.

5. Lack of Human-Centric HR Approach:
If HR practices do not prioritize employee well-being and development, it can contribute to a hostile workplace. Rishika's fear of negative consequences for admitting her mistake could indicate a lack of support from HR in creating a transparent environment.

6. Authoritarian Leadership:
In environments where leaders rule with an iron fist, open dialogue and innovation may be discouraged. Rishika may have felt apprehensive about speaking up due to the leadership style prevalent in the organization.

7. Lack of Trust:
Trust is fundamental to psychological safety. If there is a lack of trust among employees and between employees and leadership, as may have been the case in Rishika's situation, it can serve as a significant barrier to open communication.

8. Blame Culture:
A blame culture can deter employees from admitting mistakes or discussing issues openly. Rishika's fear of disclosing the real reason for the order loss may have been influenced by a culture that prioritized blame over problem-solving.

9. Ineffective Conflict Resolution:
When conflicts are not resolved effectively, they can fester and create a hostile atmosphere. Rishika's reluctance to address the order loss openly may have been influenced by a lack of confidence in the organization's conflict resolution processes.

10. High Pressure and Stress:
Excessive stress and pressure can lead to anxiety and fear of making mistakes, inhibiting open communication. Rishika's stress and anxiety about the order loss may have made her hesitant to speak up and admit her error.

The Impact of Poor Psychological Safety:
The consequences of neglecting psychological safety are multifaceted and can have far-reaching effects on individuals and organizations:

1. Reduced Employee Engagement:
In Rishika's case, she did not feel safe expressing her concerns openly, which led to reduced employee engagement as she hesitated to speak up about her mistake. This resulted in decreased productivity and motivation as she grappled with the consequences of her decision.

2. Limited Innovation and Creativity:
In an environment where employees fear negative consequences, they are less likely to take risks or propose new ideas. Rishika's hesitation to admit her mistake prevented the organization from benefiting from a fresh perspective on how to rectify the situation.

3. Fear of Speaking Up:
Rishika hesitated to reveal the true reason for the order loss, fearing potential repercussions. This fear is a prime example of how employees may hesitate to voice concerns, safety issues, or ethical violations in a psychologically unsafe environment, leading to unaddressed problems and risks.

4. Increased Turnover:
Rishika's case also highlights the potential consequences of poor psychological safety on turnover. The fear of negative consequences and the lack of a supportive and inclusive work environment eventually led to her termination. High turnover rates can disrupt an organization, as it loses talented employees seeking more psychologically safe workplaces.

5. Stifled Feedback:
Employees may avoid providing candid feedback to their colleagues or superiors, as they fear the consequences. In Rishika's case, this hindered personal and professional growth and prevented the organization from addressing the real issues.

6. Higher Stress Levels:
In a psychologically unsafe environment, employees like Rishika may constantly worry about potential negative consequences, leading to higher stress levels.

7. Poor Mental Health:
The stress and anxiety she faced due to her fear of disclosing her mistake could have contributed to mental health concerns such as depression and burnout, which can affect employees in psychologically unsafe environments.

8. Lower Quality Decision-Making:
The reluctance to speak up in a psychologically unsafe environment can lead to lower quality decision-making. Rishika's hesitation to share her concerns may have prevented the organization from making informed decisions about how to address the order loss effectively.

9. Negative Reputation:
Rishika's case serves as an example of how internal issues can lead to a negative perception of the organization, potentially deterring potential employees, customers, and partners from wanting to associate with it.

10. Ethical and Legal Concerns:
Employees may be reluctant to report unethical behavior or violations in a psychologically unsafe environment, as they fear retaliation. Rishika's hesitation to disclose the true reason for the order loss may raise ethical concerns, as the organization was unaware of the actual circumstances.
 
HR's Role in Fostering Psychological Safety:
Human Resources departments play a crucial role in fostering psychological safety within an organization. HR professionals are responsible for creating and maintaining a workplace culture that values and supports the well-being and mental health of employees. Here are some key roles and responsibilities of HR in promoting psychological safety:

1. Policy Development:
HR teams should develop and implement policies and procedures that promote psychological safety, including anti-harassment, anti-bullying, and whistleblower protection policies. These policies should be communicated clearly to all employees.

2. Training and Education:
HR can organize and facilitate training programs on psychological safety, communication skills, conflict resolution, diversity and inclusion, and emotional intelligence for both employees and leadership. These programs can equip employees with the skills they need to navigate challenging situations and communicate effectively.

3. Leadership Development:
HR can work with leaders to develop their skills in creating a psychologically safe environment. This includes coaching leaders to be more approachable, empathetic, and open to feedback. Leadership sets the tone for the entire organization, so their behavior and attitudes toward psychological safety are critical.

4. Recruitment and Hiring:
HR can incorporate psychological safety considerations into the recruitment process, ensuring that candidates align with the organization's values and culture of openness. Hiring individuals who value psychological safety can contribute to a healthier workplace culture.

5. Onboarding and Orientation:
During the onboarding process, HR can provide new employees with information about the organization's commitment to psychological safety. This sets expectations from the start and reinforces the importance of open communication.

6. Conflict Resolution:
HR professionals should facilitate and support effective conflict resolution processes to address interpersonal conflicts promptly and fairly. This ensures that conflicts do not fester and disrupt the workplace.

7. Anonymous Reporting Channels:
HR can establish and maintain anonymous reporting channels, such as hotlines or online forms, to allow employees to report concerns or issues without fear of retaliation. These channels provide an outlet for employees who may be uncomfortable sharing their concerns openly.

8. Employee Assistance Programs (EAPs):
HR can provide access to Employee Assistance Programs (EAPs), which offer confidential counseling and support services to employees facing personal or workplace challenges. EAPs can be a valuable resource for employees dealing with stress, anxiety, or other mental health issues.

9. Survey and Feedback Mechanisms:
HR can design and conduct surveys to assess the organization's psychological safety climate and gather feedback from employees. They should analyze the data and use it to make improvements. Regular feedback from employees can provide valuable insights into the state of psychological safety within the organization.

10. Performance Management:
HR can work with managers to ensure that performance evaluations are fair and transparent, promoting a sense of psychological safety during feedback discussions. Managers should be trained to provide constructive feedback and create an environment where employees feel comfortable discussing their performance.

The Tool to Measure Psychological Safety in a Team:
Assessing psychological safety in a team is essential to gauge the level of openness and trust within the group. Here's a tool that comprises 20 questions, each rated from 1 to 5 (1, Strongly Disagree, 2 - Disagree, 3 - Neither agree nor disagree, 4 - Agree, 5 - Strongly Agree) to help measure psychological safety:
Sl.No.                                                                      Factors

1. In our team, there is no fear of sharing mistakes transparently.
2. In our team, my manager actively fosters an environment where we can freely voice concerns and problems.
3. In our team, people feel safe sharing constructive criticism without apprehension.
4. In our team, mistakes are not used to instill fear or for punitive measures.
5. In our team, open discussions about challenges and issues are encouraged, not met with fear or hesitation.
6. In our team, there's a culture of allowing for the open expression of concerns and problems.
7. In our team, addressing issues is seen as an opportunity for improvement rather than a source of fear.
8. In our team, individuals are empowered to bring up problems without fear of reprisal.
9. In our team, the focus is on finding solutions, not assigning blame or causing fear.
10. In our team, concerns are addressed promptly and constructively, eliminating the need for fear or hesitation in sharing them.
11. In our team, we value learning from our mistakes as opportunities for growth.
12. In our team, there is a strong sense of trust among team members.
13. In our team, open and honest communication is the norm.
14. In our team, we prioritize collaboration over competition.
15. In our team, we celebrate each other's successes and milestones.
16. In our team, feedback is given respectfully and constructively.
17. In our team, everyone's opinion is considered and respected.
18. In our team, there is a culture of continuous improvement.
19. In our team, we support each other's professional development.
20. In our team, diversity and inclusion are embraced and valued.

Total Score
 
Psychological Safety Level Index:

• Total score less than 21: Poor
• Total score less than 31: Average
• Total score less than 41: Good
• Total score more than 40: Very Good

Psychological safety is not a luxury but a necessity for organizations that aim to thrive in today's dynamic business landscape. It is the foundation upon which trust, open communication, innovation, and employee well-being are built. The case of Ms. Rishika serves as a powerful reminder of the consequences of neglecting psychological safety within the workplace.

Creating a culture of psychological safety requires commitment, effort, and time. However, the rewards are substantial: engaged employees, increased innovation, improved decision-making, and a workplace where individuals can reach their full potential.
​
Shekhar Ganagaluru
HR & IR Professional | Author | Motivational Speaker | Storyteller | Mentor | Trainer | Social Worker | Me - Safety - Family Ambassador | Safety & Motivation Quotist

NURTURING PSYCHOLOGICAL SAFETY IN THE WORKPLACE: THE RISHIKA CASE STUDY
File Size:	185 kb
File Type:	pdf

Download File

---