FACULTY OF COMMUNICATION AND MEDIA STUDIES

CAMPUS SHAH ALAM, SELANGOR

TECHNICAL WRITING FOR INSTRUCTIONAL DESIGN AND TRAINING

CIT450

INDIVIDUAL ASSIGNMENT:
ARTICLE 7: Psychological Safety, Trust, and Learning in Organizations

PREPARED BY:
MUHAMMAD AIMAN BIN ZAINAL ABIDIN

CLASS:
MC246S2C

PREPARED FOR: MADAM NUR AZIEMAH BINTI MOHD AZMAN

TABLE OF CONTENTS

Introduction ......................................................................................................................... 3
Definition ............................................................................................................................. 3
Psychological Safety VS. Interpersonal Trust ................................................................... 4
Antecedents of Psychological Safety in Work Teams ...................................................... 5
Consequences of Psychological Safety in Work Teams: ................................................. 5
How can Organizations Promote Psychological Safety to Enhance Learning Behavior
Among Team Members? ..................................................................................................... 6
Introduction
Teams play a crucial role in collaborative work within organizations. However, not all teams
are successful in their collaboration efforts. To understand teamwork and learning in
organizations, it is important to consider how individuals perceive the interpersonal climate in
their teams. Trust and mutual respect are key factors in creating a climate of psychological
safety, which encourages individuals to contribute their ideas and actions to collective work.
Psychological safety is particularly relevant for small groups, similar to how trust is important
in dyadic relationships. Research on trust in organizations has shown that intrapsychic states,
such as psychological safety, can significantly impact performance and other organizational
outcomes.

Psychological safety, a concept distinct from trust, refers to how valued and
comfortable employees feel in their work setting. This paper presents evidence from various
studies to demonstrate the differences between psychological safety and trust, along with their
antecedents and consequences in work teams. It also explores the implications of team
psychological safety for organizational learning, limitations of the construct, and areas for
future research.

Definition

a) Psychological Safety

Psychological safety is the perception of interpersonal risks in the workplace. It involves beliefs
about how others will respond to actions such as asking questions, seeking feedback,
reporting mistakes, or proposing new ideas. Individuals assess the interpersonal risk
associated with a behavior and decide if they will be hurt, embarrassed, or criticized. Different
work groups may have different beliefs about probable interpersonal consequences, allowing
for actions that might be unthinkable in one group to be readily taken in another.

b) Interpersonal Trust

Trust is difficult to define but often includes perceived risk of vulnerability. Psychological safety
also involves vulnerability, but it is more narrowly defined than trust. Trust is based on the
expectation that another party will perform a particular action important to the truster, while
psychological safety generally involves a tacit choice. Trust can be rational or relational in

nature, with rational choices made through conscious calculation of advantages and relational
choices being more affective and intuitive. Trust allows people to manage the uncertainty or
risk associated with interactions to optimize gains resulting from cooperative behavior.

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Psychological Safety VS. Interpersonal Trust

Psychological safety and interpersonal trust are related concepts in organizational settings,
but they have distinct differences:

1. Focus on Self vs. Other: Psychological safety focuses on individuals' perceptions of how
others will respond when they put themselves at risk, such as asking questions or proposing
ideas. It is about feeling safe to be oneself without fear of negative consequences. In contrast,
interpersonal trust is about the expectation that others will act in a way that is favorable to
one's interests. Trust involves believing in others' reliability and integrity.

2. Timeframe: Psychological safety is more immediate and situational, relating to how

individuals feel in the present moment when interacting with others in a work environment. It
is about feeling comfortable expressing oneself without fear of negative repercussion. On the
other hand, trust is about expectations of future behavior based on past experiences and
beliefs about others' intentions.

3. Level of Analysis: Psychological safety is often discussed at the team or group level,
focusing on the climate created within a specific work group that allows for open
communication and risk-taking. In contrast, interpersonal trust can exist at various levels,
including individual relationships, team dynamics, and even inter-organizational relationships.

While both psychological safety and interpersonal trust involve vulnerability and perceptions
of risk in interpersonal interactions, they differ in terms of focus, timeframe, and level of
analysis within organizational settings. Psychological safety is more about feeling safe to
express oneself in the current environment, while trust is about expectations of others' future
actions based on past experiences and beliefs.

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Antecedents of Psychological Safety in Work Teams

1. Leader Behavior: The behavior of leaders within a team plays a crucial role in creating a
climate of psychological safety. Supportive managerial behavior and leadership that
encourages open communication and risk-taking can enhance psychological safety within the
team.

2. Formal Power Relations: The formal power dynamics within the team, such as how
information flows within the hierarchy, can impact perceptions of interpersonal risk. Creating
an environment where bad news can be shared without fear of negative consequences is
important.

3. Team Dynamics: The informal dynamics within the team, including how team members
interact with each other and the level of trust and respect among team members, can influence
psychological safety.

4. Organizational Conditions: The broader organizational context, including the

supportiveness of the organizational culture and the presence of practices that encourage
psychological safety, can also influence the level of psychological safety within work teams.

Consequences of Psychological Safety in Work Teams:

1. Team Learning Behaviors: Psychological safety is centrally tied to learning behavior within
work teams. When team members feel psychologically safe, they are more likely to engage in
behaviors such as speaking up about concerns or mistakes, seeking feedback, and seeking
help from others.

2. Innovation: Psychological safety fosters an environment where team members feel

comfortable sharing new ideas and taking risks. This can lead to increased innovation within
the team.

3. Boundary Spanning: Psychological safety can enable team members to collaborate

across boundaries and engage with external stakeholders, leading to improved
communication and collaboration.

4. Shared Beliefs: When psychological safety is present in a team, there is a shared belief
among team members that it is safe to take interpersonal risks and express themselves
authentically.

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The model suggests that creating a climate of psychological safety within work teams through
factors such as leader behavior, team dynamics, and organizational conditions can have
positive consequences for team learning behaviors, innovation, boundary spanning, and the
development of shared beliefs among team members.

How can Organizations Promote Psychological Safety to Enhance Learning Behavior

Among Team Members?

Organizations can promote psychological safety to enhance learning behavior among team
members through various strategies and initiatives. Here are some key approaches based on the
literature:

1. Leadership Support: Leaders play a critical role in creating a psychologically safe

environment within teams. They can demonstrate supportive behaviors, encourage open
communication, and model vulnerability by admitting mistakes or seeking feedback.
Leaders should also provide clear goals and expectations to guide team members in their
learning efforts.

2. Encourage Open Communication: Organizations can foster psychological safety by

encouraging open communication channels where team members feel comfortable
expressing their thoughts, ideas, and concerns without fear of negative consequences. This
can include regular team meetings, feedback sessions, and opportunities for informal
interactions.

3. Promote Trust and Respect: Building trust and respect among team members is essential
for creating a psychologically safe environment. Organizations can facilitate team-building
activities, promote collaboration, and address conflicts constructively to strengthen
interpersonal relationships within teams.

4. Provide Learning Opportunities: Organizations can offer training programs, workshops,

and resources to support continuous learning and skill development among team
members. By investing in learning initiatives, organizations demonstrate a commitment to
personal and professional growth, which can contribute to a culture of psychological safety.

5. Celebrate Mistakes as Learning Opportunities: Encouraging a growth mindset where

mistakes are viewed as opportunities for learning and improvement can help reduce fear
of failure and increase psychological safety within teams. Organizations can celebrate
learning moments, share stories of resilience, and promote a culture of experimentation
and innovation.

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 6. Establish Clear Expectations: Setting clear expectations for behavior, performance, and
communication within teams can help reduce ambiguity and create a sense of
psychological safety. Team members should understand what is expected of them and feel
empowered to ask questions, seek help, and share their perspectives without judgment.

By implementing these strategies and creating a culture that values psychological safety,
organizations can enhance learning behavior among team members, foster innovation, and
promote a collaborative and supportive work environment.