ABSTRACT
It’s crucial our people know it is safe to share bad news, report near misses, and more generally speak up about safety matters; however, a team’s willingness to share bad news will depend upon the presence of trust and psychological safety. Activities inviting the workforce to share open and honest feedback ought not to be haphazard or occasional but are most useful when structurally embedded within the organization’s day-to-day operations. In Chapter 8, the author illustrates how leaders can use the Stockdale Paradox to facilitate the above. Providing regular opportunities for teams to share candid feedback means it’s less likely that workers will feel like organizational changes and revised procedures are forced upon them – rather, they will perceive ownership and inclusion, and the result is increased engagement and psychological safety.
