0:06 let's now turn our attention to
0:08 psychological safety and let's talk
0:10 about bullying it's much more common
0:13 than you realize bullying is defined as
0:16 abuse of conduct with regular repetition
0:19 ongoing duration and escalation with
0:23 increasing aggression shockingly 75% of
0:25 workers are affected by bullying either
0:28 as a Target or a witness and the most
0:30 common victim is actually the top
0:32 performing person people seek to
0:35 sabotage their work or undermine them
0:37 and in fact workplace bullying is four
0:39 times more common than either sexual
0:42 harassment or racial discrimination so
0:44 what we're talking about here is
0:46 psychological safety and when people
0:47 don't feel safe emotionally or
0:49 psychologically there's a lot of hidden
0:53 costs in fact doctors parath and Pearson
0:55 studied how bad behavior of one employee
0:57 negatively impacts their colleagues in a
0:59 number of ways and what they found was
1:02 that 80% of workers lost work time
1:05 worrying about the incident in addition
1:07 78% said their commitment to the
1:10 organization declined 66% felt their
1:14 performance declined and 48%
1:16 intentionally decreased their effort and
1:21 time at work finally 12% left the job so
1:23 this concept of psychological safety was
1:26 actually first discovered by Dr Amy
1:28 Edmonson she works at Harvard and she's
1:30 detailed this in her amazing amazing
1:33 book teaming she defines psychological
1:35 safety as a sense of confidence that the
1:38 team will not embarrass reject or punish
1:41 someone for speaking up with ideas
1:44 questions concerns or mistakes it is a
1:46 shared belief that the team is safe for
1:49 interpersonal risk-taking and when we
1:50 think about the kind of work that's done
1:53 by teams all over the world we need
1:55 everyone to be able to come forward with
1:58 ideas questions concerns critiques and
2:00 mistakes yet a lot of people don't feel
2:03 like they can in her book Dr Edmonson
2:06 details what happened at Nasa when the
2:09 Columbia space shuttle disaster occurred
2:10 and what they found was that there was a
2:12 culture of fear that people knew that
2:14 there were problems but could not speak
2:17 up for fear of psychological safety so
2:19 we realize it's very important we know
2:22 that 50% of employees don't speak their
2:26 minds at work and only 1% feel extremely
2:27 confident that they can voice their
2:30 concerns during critical moments so
2:31 psychological safety is very important
2:34 to pay attention to Dr Edmonson goes on
2:37 to add that it describes a team climate
2:39 characterized by interpersonal trust and
2:41 mutual respect in which people are
2:44 comfortable being themselves now just a
2:46 few years ago Google spent lots of money
2:48 researching their teams all around the
2:50 globe because they realized if they
2:51 could crack the nut on what
2:53 distinguishes their best teams from
2:55 their mediocre and poor teams they could
2:58 have a real competitive advantage and
2:59 they detailed This research in an
3:01 article article in the New York Times
3:03 called what Google learned from its
3:05 quest to build the perfect team well
3:07 what they learned was it didn't matter
3:09 who was on the team it wasn't about
3:11 which teams had the highest performers
3:14 or the star people What mattered was how
3:16 they worked together and in fact Julie
3:17 rosowski who's head of people analytics
3:19 that Google says we were pretty
3:21 confident that we'd find the perfect mix
3:25 for a stellar team we were dead wrong
3:27 who is on a team matters less than how
3:29 the team interacts and so we're going to
3:31 start to look at what creates
3:33 psychological safety it's a really
3:35 important element of what we do in the
3:37 workplace in the follow-up training
3:40 sessions we'll get into exactly how you
3:42 create psychological safety but for now
3:44 I just want you to understand that
3:46 physical safety and psychological safety
3:48 are really really important for bringing
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