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Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture

  • Sandore Zehr
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De Gruyter Handbook of Organizational Conflict Management
Ein Kapitel aus dem Buch De Gruyter Handbook of Organizational Conflict Management

Abstract

The concept of fearless feedback can be an especially effective technique for the conflict management practitioner seeking to help a group or organization manage interpersonal conflict. Fearless feedback is grounded in the principles of psychological safety, the latter of which is defined as a “belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes” (Edmondson, 1999, p. 354). When group members realize that they can fearlessly share their perspectives, conflicts can be resolved in an efficient and rapid manner. With this approach, individuals are encouraged to ask questions and feel safe in voicing respectful disagreement because positive intent is ascribed to all parties. An equally important term for the practitioner of conflict manager is culture, which describes the unique personality of a group and illustrates the way things are done within the organization. The way organizational members approach conflict management and resolution is inextricably linked to organizational culture. For the conflict management practitioner, effective strategies to leverage psychological safety to enhance corporate culture and resolve conflict include emphasizing employee engagement, creating favorable conditions, and monitoring/measuring progress. When faced with a conflicting situation, employees have three choices: ignore the conflict, escalate the issue, or utilize fearless feedback to address it immediately. Organizations whose employees’ needs for safety are met experience the development of an overall sense of trust within the group. A person who trusts the team to be psychologically safe will be more willing to take a risk by offering their personal perspective (fearless feedback) when faced with interpersonal conflict, thereby addressing the conflict in an immediate, healthy manner.

Abstract

The concept of fearless feedback can be an especially effective technique for the conflict management practitioner seeking to help a group or organization manage interpersonal conflict. Fearless feedback is grounded in the principles of psychological safety, the latter of which is defined as a “belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes” (Edmondson, 1999, p. 354). When group members realize that they can fearlessly share their perspectives, conflicts can be resolved in an efficient and rapid manner. With this approach, individuals are encouraged to ask questions and feel safe in voicing respectful disagreement because positive intent is ascribed to all parties. An equally important term for the practitioner of conflict manager is culture, which describes the unique personality of a group and illustrates the way things are done within the organization. The way organizational members approach conflict management and resolution is inextricably linked to organizational culture. For the conflict management practitioner, effective strategies to leverage psychological safety to enhance corporate culture and resolve conflict include emphasizing employee engagement, creating favorable conditions, and monitoring/measuring progress. When faced with a conflicting situation, employees have three choices: ignore the conflict, escalate the issue, or utilize fearless feedback to address it immediately. Organizations whose employees’ needs for safety are met experience the development of an overall sense of trust within the group. A person who trusts the team to be psychologically safe will be more willing to take a risk by offering their personal perspective (fearless feedback) when faced with interpersonal conflict, thereby addressing the conflict in an immediate, healthy manner.

Kapitel in diesem Buch

  1. Frontmatter I
  2. Contents V
  3. Contributors IX
  4. Acknowledgements XXVII
  5. Preface XXIX
  6. Section 1: Interpersonal Conflict Management
  7. Chapter 1 Shining a Light on Organizational Conflict 1
  8. Chapter 2 Emotional Intelligence in Workplace Negotiations 11
  9. Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture 27
  10. Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI) 39
  11. Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research 57
  12. Section 2: Organizational Conflict Management
  13. Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model 69
  14. Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness 103
  15. Chapter 8 10 Separations in Conflict Resolution 113
  16. Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change 123
  17. Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations 133
  18. Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM) 149
  19. Section 3: Intercultural, International, and Ethic Conflict Management
  20. Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion 161
  21. Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’ 173
  22. Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided? 185
  23. Section 4: Methods for Managing Organizational Conflicts
  24. Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation 199
  25. Chapter 16 The HearT of Mediation 217
  26. Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership 233
  27. Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback 249
  28. Chapter 19 Functions and Benefits of an Organizational Ombuds 269
  29. Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers” 281
  30. Section 5: Special Topics in Organizational Conflict Management
  31. Chapter 21 Workplace Bullying: Not Just Another Conflict 289
  32. Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias 309
  33. Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work 317
  34. Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection 329
  35. Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor 339
  36. List of Figures 347
  37. List of Tables 349
  38. Index 351
https://doi.org/10.1515/9783110746365-003

Kapitel in diesem Buch

  1. Frontmatter I
  2. Contents V
  3. Contributors IX
  4. Acknowledgements XXVII
  5. Preface XXIX
  6. Section 1: Interpersonal Conflict Management
  7. Chapter 1 Shining a Light on Organizational Conflict 1
  8. Chapter 2 Emotional Intelligence in Workplace Negotiations 11
  9. Chapter 3 Psychological Safety: Creating a Healthy Conflict Culture 27
  10. Chapter 4 Thomas-Kilmann Instrument (TKI) and the Kilmann Organizational Conflict Instrument (KOCI) 39
  11. Chapter 5 Mindfulness Training in Organizational Settings: An Empirical Look at the Research 57
  12. Section 2: Organizational Conflict Management
  13. Chapter 6 Understanding Culture to Resolve Conflict: An Introduction of the ADVANCE Through Conflict™ Model 69
  14. Chapter 7 Utilization of Frames and Reframing for Organizational Leadership and Conflict Management Effectiveness 103
  15. Chapter 8 10 Separations in Conflict Resolution 113
  16. Chapter 9 Collaborative Practices in Organizations: Managing Conflict and Leading Constructive Change 123
  17. Chapter 10 Shifting the Focus from Stand-Alone Dispute Systems Design Elements to Creating Self-Correcting and Fluid Organizations 133
  18. Chapter 11 Stereotypes, Bias and Microaggressions in Organizational Conflict Management (OCM) 149
  19. Section 3: Intercultural, International, and Ethic Conflict Management
  20. Chapter 12 Managing Workplace Conflicts: Considerations of Ethnicity and Religion 161
  21. Chapter 13 Hindu Philosophy and the Resolution of the Roots of Conflict: Adi Shankaracharya’s ‘Nirvana Shatakam’ 173
  22. Chapter 14 Political Conflicts in the Workplace: What are Their Effects, and Can They be Avoided? 185
  23. Section 4: Methods for Managing Organizational Conflicts
  24. Chapter 15 Detecting Deception in Negotiation: From Natural Observation to Strategic Provocation 199
  25. Chapter 16 The HearT of Mediation 217
  26. Chapter 17 Managing Organizational Conflicts Through Innovation, Creativity, and Inclusion: Implementing a Conflict System of Shared Leadership 233
  27. Chapter 18 Coaching and Organisational Development: Lessons and Themes from 360 Degree Feedback 249
  28. Chapter 19 Functions and Benefits of an Organizational Ombuds 269
  29. Chapter 20 Managing Workplace Conflict: The Role of Human Resources as “Organizational Toxin Handlers” 281
  30. Section 5: Special Topics in Organizational Conflict Management
  31. Chapter 21 Workplace Bullying: Not Just Another Conflict 289
  32. Chapter 22 Women and Organizational Conflict Management: Promoting Human Rights and Challenging Gender Bias 309
  33. Chapter 23 Making the Invisible Visible: Uncovering the Mystery of Personality Conflicts at Work 317
  34. Chapter 24 Organizational Conflict Management: Driving Innovation and Organizational Success Through Leadership Management and Human Connection 329
  35. Chapter 25 Create a Space to Forgive: Letting Go of Blame and Anger Can Move Us from Victim to Survivor 339
  36. List of Figures 347
  37. List of Tables 349
  38. Index 351
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Heruntergeladen am 22.9.2025 von https://www.degruyterbrill.com/document/doi/10.1515/9783110746365-003/html
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