Fazeela

I really like this new article on psychological safety (a belief that we can speak up, take risks & make mistakes without fear of being judged, humiliated or punished) at work. It sets out a series of activities/approaches that all of us can use to build psychological safety in our teams. These include: - Manual of Me - Team Charter - Lifelife - Activity from Google that ranks sources of anxiety - 5-word Fridays - Team temperature check uxdesign.cc/creating-psychol…. By @ChristinaLai1, via @Elaineking91. A link to an archived version of the article, in case the above link doesn't work for you: archive.ph/VDr0k

We want to build a strong, positive organisational culture, based on values. Leaders often set out abstract absolute positives as organisational values (integrity, respect, trust etc) but these don't drive the day-to-day decision-making (& therefore the behaviour) of the people at work. Therefore, they have no impact on the actual culture. @ErinMeyerINSEAD has undertaken research on organisational culture for two decades & suggests six actions for making values-based culture come alive: 1) Build your culture based on real-world dilemmas: identify the tough dilemmas that people routinely face and clearly state how they should be resolved, in line with the stated values. 2) Move your culture from abstraction to action: “dilemma-test” your values to determine if they are actionable enough to be useful in real decision-making situations. 3) Paint your culture in full colour: articulate your desired culture using concrete, colourful images to get the values to stick. 4) Recruit people whose values fit: “bad” behaviour is contagious. 5) Let culture drive strategy: identify your strategic objective & use dilemmas so people understand what decisions they should be making to move the organisation in the right direction. 6) Don’t be a “values” purist: Identify dilemmas in which your stated values do not apply. hbr.org/2024/07/build-a-corp… Graphic by @julianstodd

So much of our focus in trying to spread improvements is in "explicit" knowledge: toolkits, good practice databases, standardised pathways etc. Most of the content that AI repurposes from online resources is explicit knowledge. Yet the biggest opportunities are in "tacit" knowledge: the practical "know-how" rooted in people, their experiences, insights & judgements. Unlocking tacit knowledge is how organisations break past their internal barriers to innovate & improve. Thanks @tnvora for a striking new version of the explicit/tacit iceberg picture. Tanmay has also written an excellent blog on how to unlock tacit knowledge: qaspire.com/the-iceberg-of-o…