Professor and Author Amy Edmondson Discusses the Benefits of Psychological Safety in the Workplace and What She Believes to Be the “Right Kind of Wrong”

Business school professor and author Amy Edmondson shares her views on how we can make our workplace more productive, enriching, and positive for everyone.  By creating an environment with “psychological safety,” Amy says that organizations allow people to do their best work by not fearing to make the “right kinds” of mistakes and/or speaking up when things go wrong.  Order Amy's book Right Kind of Wrong   Chapters: 01:08 Introduction of Amy Edmondson  Host Bill Burke introduces guest Amy Edmondson, a renowned professor at Harvard Business School, known for her work on psychological safety. 06:50 The Role of Managers in Psychological Safety  The conversation shifts to the role of managers in understanding human behavior and fostering an environment where employees feel motivated to contribute  09:15 Hierarchy and Its Challenges  The discussion delves into the impact of organizational hierarchy on psychological safety, with Edmondson explaining how it can inhibit open communication.   12:25 Creating a Safe Environment for Mistakes  Edmondson discusses the importance of allowing employees to make mistakes and learn from them as a pathway to innovation.   16:30 Navigating Political Divisions at Work  The conversation touches on the challenges of political divisions in the workplace and the importance of maintaining professionalism.   18:01 The Impact of Remote Work on Culture  Edmondson reflects on how remote and hybrid work environments affect psychological safety and workplace culture. She discusses the need for face-to-face interactions to foster relationships and connectedness among team members.  23:41 Exploring the Right Kind of Wrong  The focus shifts to Edmondson’s recent book, ‘Right Kind of Wrong,’ where she explores the concept of failing well.   28:40 Understanding Different Types of Failures  In this chapter, we explore the distinctions between basic, complex, and intelligent failures, emphasizing the importance of recognizing these differences. The conversation highlights how basic failures stem from single mistakes, while complex failures arise from multiple contributing factors.  31:50 The Value of Intelligent Failures  The discussion shifts to intelligent failures, which are the results of thoughtful experiments aimed at innovation. The speakers discuss how organizations can learn from these failures and even budget for them in research and development.  33:49 Learning from Failure: A Difficult Process  This chapter delves into the challenges of learning from failure, emphasizing the emotional aversion many people have towards it.   35:29 Reframing Failure: Insights from Ted Turner  The conversation highlights Ted Turner’s perspective on failure, illustrating how he framed losses as learning opportunities. This chapter discusses the cultural shift needed to embrace mistakes as part of the journey towards success.  36:31 The Role of Optimism in Leadership  In this chapter, the speakers explore the significance of optimism in effective leadership, contrasting it with blind optimism. They introduce the Stockdale Paradox, emphasizing the balance between maintaining hope while facing harsh realities.  41:49 Optimism vs. Realism in Leadership  The discussion continues on the interplay between optimism and realism in leadership, highlighting research findings on how these traits affect team dynamics. The speakers share insights from their studies during the COVID-19 pandemic, illustrating the importance of transparent communication.  44:08 The Future of Business Leadership  As the conversation wraps up, the speakers reflect on the qualities of young leaders entering the business world.