{"id":30129,"date":"2024-10-28T15:44:35","date_gmt":"2024-10-28T14:44:35","guid":{"rendered":"https:\/\/newselfinvestigation.belenweb.com\/?p=30129"},"modified":"2024-11-13T11:44:11","modified_gmt":"2024-11-13T10:44:11","slug":"psycological-safety-newsroom","status":"publish","type":"post","link":"https:\/\/newselfinvestigation.belenweb.com\/es\/psycological-safety-newsroom\/","title":{"rendered":"Being Open About Our Errors: When is it OK to ask for help, seek feedback or admit mistakes?"},"content":{"rendered":"
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Psychological safety: essential to promote teamwork, performance and care.<\/h2>\n\t\t\t\t\t\t\t<\/div>\r\n\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div><\/div>\r\n\t\t<\/section>\r\n\t\t\t\t
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This is the fourth in a series of blog posts, culminating later this year with a guide for fact-checkers on mental health and well-being.<\/span><\/i> Learn more about the program here<\/span><\/i><\/a>.<\/span><\/i><\/p>\n

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By Emma Thomasson, Training Manager of the program Mental Health Leadership for Fact-Checkers.<\/b><\/p>\n

What is psychological safety?<\/b><\/h4>\n

The job of fact-checking is all about establishing more certainty about what is true, engaging critical thinking and correcting false information. That doesn\u2019t leave much room for mistakes, nor for admitting weakness or vulnerability, at least not in public.<\/span><\/p>\n

Against that backdrop, it can be a challenge for managers of fact-checking teams to create a culture of psychological safety. This is defined as a workplace culture where it is OK for employees to admit to mistakes, ask questions, express vulnerability or suggest new ideas.<\/strong><\/span><\/p>\n

There is often confusion over what this term means. It is sometimes thought of as a counterpoint to physical safety. So when preparing for a dangerous or potentially disturbing assignment, journalists are encouraged to think about both physical safety and psychological safety (seen as synonymous with mental wellbeing). However, the term has taken on a wider meaning in the context of team leadership due to research by <\/span>Harvard professor Amy Edmondson<\/span><\/a>.\u00a0<\/span><\/p>\n

Edmondson says that team members only engage in close collaboration when they feel \u201cpsychologically safe\u201d, knowing that \u201cquestions are appreciated, ideas are welcome, and errors and failure are discussable\u201d.<\/span><\/p>\n

\u00a0\u201cPeople can focus on the work without being tied up in knots about what others might think of them. They know that being wrong won\u2019t be a fatal blow to their reputation,\u201d she said.<\/span><\/p>\n

Edmondson made a name for herself by studying how teams and organizations deal with mistakes. During research into drug errors in hospitals, she came to the counterintuitive conclusion that better teams seem to make <\/span>more mistakes, not fewer. She eventually realized that doctors and nurses in these high-performing teams don\u2019t necessarily make<\/span> more mistakes, but they report more because they don\u2019t fear retribution for being open about problems.<\/span><\/p>\n

Edmondson\u2019s insights have since been applied to many other organizations and contexts, including <\/span>Google<\/b><\/a>, <\/b>which studied thousands of teams and concluded that the top-performing groups had five dynamics in common, with psychological safety being the most important of them.\u00a0<\/span><\/p>\n

Los otros factores clave citados por Google son:<\/strong><\/p>\n

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