The 4 Stages of Psychological Safety™ Team Survey
Psychological Safety is the #1 Variable in Team Performance
Our Team Survey will measure each stage of psychological safety and provide practical recommendations to improve. Enhance team performance and start innovating.
We are privileged to work with many industry leaders and organizations with global influence.
What is Psychological Safety?
Psychological safety is a sense of belonging to a team with the opportunity to interact with its members and contribute to its purpose without fear of being punished or feeling rejected.
Google’s Project Aristotle and other studies point to psychological safety as the most important variable in team performance. When psychological safety is low, fear triggers the self-censoring instinct and people divert productive energy into risk management, self-preservation, and pain avoidance. When psychological safety is high, people engage, release their discretionary efforts, challenge the status quo, and create more value.
What's included with the team survey?
The 4 Stages of Psychological Safety™ Framework
Invite each member of your team to complete the 5-minute survey. Each participant will answer questions related to the four stages model. The model is a function of two primary variables:
Permission to participate
The goal of the team survey is to benchmark the team’s current level of psychological safety against the 4 Stages Framework and provide recommendations to improve.
1. Team Assessment and Measurement
2. Identify and Learn How to Improve Key Organizational Factors
Get Access to 120+ Practical Exercises For Your Team
The survey results will point to key team factors you can improve in order to increase psychological safety in your team. We have provided 120+ practical exercises in our behavior guide to help improve in the 4 Stages Framework.
Inclusion Safety Example Exercises
Conduct frequent, brief touch points:
Humans are hyper-social creatures, born to connect. Short, frequent interactions are far more effective than long but infrequent ones. It’s the frequency that builds and strengthens the connection.
Don’t flaunt perks or status symbols:
Reinforce an inclusionary norm by avoiding status symbols that create difference and division. People are sensitive to differences such as office size, parking privileges, or compensation structure. There will always be differences. Just don’t call undue attention to them for your own adulation.
Learner Safety Example Exercises
Implement rotating mentoring:
Rotating mentoring is a system in which members of the team have a monthly 45-minute mentoring session with a different individual outside of the team. This provides a concentrated learning opportunity for the individual to learn from someone with a different perspective, skills, and experience.
Model an example of taking notes:
Taking notes is perhaps the most obvious outward sign that a person is actively learning. Whether on paper or an electronic device, take notes. Capture facts, insights, and observations that you want to remember and ponder later. This habit will influence others to do the same.
Contributor Safety Example Exercises
Avoid shutdown statements:
Some team leaders use statements such as, “Bad idea,” “Nice try,” or “I told you so.” Those statements are borne of ego and insecurity and quickly trigger the self-censoring instinct of team members. Avoid any statement that would shut down rather than draw out the discretionary effort of your team members.
Check skills and resources:
For your team members to contribute the way you expect, they will need the skills and resources to do the job. Remember that it’s your job to ensure that they can do their job. This means that you will need to check in on them regularly. Sometimes, team members don’t have the skills or resources to do the job when there’s a ready solution to solve the problem.
Challenger Safety Example Exercises
Look for R.O.T.
Everything we do eventually becomes obsolete. Every source of competitive advantage we have is temporary. It’s like ice. The only question is the rate of the melt. Engage your team to look at the way you do things. Identify anything that is redundant, obsolete, or trivial (R.O.T.). Sources of R.O.T. represent the low-hanging fruit of the status quo that needs to be dismantled.
Ask for bad news:
This may seem counter-intuitive, but asking for bad news is a way of speeding up the process of identifying areas for experimentation and innovation. When there’s bad news, it allows us to challenge the status quo more easily because something is already broken or not working right.
Retest Your Team After 30-90 Days
The survey results will point to key organizational factors you can improve in order to increase psychological safety in your team. After a period of intentional effort and improvement it's time to measure those results.
3. Track and Measure Improvements
Who is the team survey for?
The 4 Stages Team Survey will help answer the following questions for each of these audiences:
Leaders & Managers
How do you a build a culture of intellectual bravery?
Teachers & Students
How do you separate mistakes from a sense of failure in the learning process?
Employees & Teams
How do you develop the lubricating oil of collaboration?
Moms & Dads
How do you cultivate and sustain relationships built on love, trust, and accountability?
Innovators & Entrepeneurs
How do you release creative energy and encourage others to challenge the status quo?
Politicians & Public Servants
How do you restore civility to public discourse and dignity to public office?
Coaches & Players
How do you accelerate skill development, eliminate burnout, and increase the joy of competition?
How do you create deeper connections with other human beings while protecting yourself from exploitation?