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☆ Opinion | Critics of D.E.I. Forget That It Works
  + stars: | 2024-01-21 | by ( Caroline Elkins | Frances Frei | Anne Morriss | ) www.nytimes.com   time to read: +3 min
These findings are consistent with Ms. Edmondson’s research on the performance advantages of “psychological safety,” the cultural underpinning of inclusion. More diversity is not always better – from a performance standpoint, diversity without the inclusion can actually make things worse. Among other payoffs, organizations that get inclusion right at scale seem to be smarter, more innovative and more stable. It can be tempting to put in place superficial fixes to achieve the optics of inclusion — a primary concern of D.E.I. It is not to scale back investments in inclusion, which would restrict our ability to build healthy, dynamic organizations.
Persons: Erik Larson’s, Larson, you’ve, Amy Edmondson, Mike Roberto, Edmondson, Henrik Bresman Organizations: Harvard Business School, Everest
☆ Googlers prize 'psychological safety,' but it won't save them from layoffs
  + stars: | 2023-01-25 | by ( Rebecca Knight | Shana Lebowitz | ) www.businessinsider.com   time to read: +6 min
Some Google employees said the company's layoffs violated its commitment to psychological safety. Research suggests that psychological safety is critical to team success and helps drive creativity, build resiliency, and improve decision-making. "It's so important to be clear that psychological safety is not the same thing as job security," Amy Edmondson, a professor at Harvard Business School who pioneered research on psychological safety, told Insider. Google execs said psychological safety doesn't guarantee job securityAt the all-hands meeting, Google's leadership took issue with the notion that it breached its commitment to psychological safety. "Psychological safety is about interpersonal dynamics, not about economic or organizational reality," he told Insider, adding, "You can still have psychological safety without necessarily having job security."
☆ A CEO's guide to crafting a message that reassures and inspires staff during a crisis
  + stars: | 2021-02-09 | by ( Shana Lebowitz | ) www.businessinsider.com   time to read: +5 min
This article is part of a series called "IQ to EQ," which explores the management styles of inspiring business leaders. The CEO's role here is to be as transparent as possible, and to remind employees that their contributions are valued — in general, but especially right now. Insider asked a communications consultancy and a Harvard Business School professor how CEOs should craft a message to employees that both inspires and assuages fear. Remind employees why they come to work every dayPurpose is a powerful way to motivate employees — especially during periods of uncertainty. "People don't come to work just because they earn a wage," said Sunil Gupta, a professor of business administration at Harvard Business School.
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