June 3, 2024 • 12 mins
Producto de mercadeo progresista?
Hoy voy a analizar otro concepto de moda que es la seguridad psicológica, si bien es un concepto relativamente nuevo que ha ganado relevancia últimamente ( según mi criterio por Simplemente estar a la moda y sonar bonito politicamente) ,y especialmente cuando lo relacionas en lo que respecta al marco de la salud y seguridad laboral.
Hoy voy a analizar otro concepto de moda que es la seguridad psicológica, si bien es un concepto relativamente nuevo que ha ganado relevancia últimamente ( según mi criterio por Simplemente estar a la moda y sonar bonito politicamente) ,y especialmente cuando lo relacionas en lo que respecta al marco de la salud y seguridad laboral.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:08):
Dismissed invisible friends, welcome back tothe podcast Safety, health and much more.
I' m going on an interestingsubject today. It may have taken
me a few days off, becausehe talks so much about safety and health
at work. Sometimes it tires,but you come when you come after breaks,
holidays, recharged batteries, I'm going to talk about unique psychological
(00:28):
security, which is a very fashionable, fashionable concept. And although this concept
is new, new, the grossrelevance lately, according to my opinion,
simply because it is fashionable and soundnice politically and especially when we relate it
(00:49):
to the framework of occupational safety andhealth. This term refers to the shared
belief of the members of a teamthat it is safe to take interpersonal risks
such as expressing opinions, asking questions, admitting mistakes without fear of being judged,
rejected or penalized in any way.I' m going to make it
(01:15):
clear that the examples I' mgoing to discuss with you here are my
practical experiences of the forced implementation ofthis social experiment called logical psychological security in
my organization, which has been implementedsince the last few months and like everyone
(01:36):
else, can differ according to peopleand organizations. But let' s go
to the theories. In other words, I' m not going to go
to theories, because psychological safety insafety and health at work is important.
The importance of psychological security lies inits ability to foster, in theory,
(01:56):
a culture of openness and trust whereemployees feel valued and respected. This not
only improves well- being and jobsatisfaction, but also contributes to greater organizational
effectiveness. As I told you before, theoretically, in the context of safety
(02:19):
and health work, psychological safety allowsemployees to feel more comfortable, sharing concerns,
reporting incidents, accidents or proposing anykind of improvement without fear of retaliation.
Here today with some very generic examplesof how to apply psychological safety or
in or thanks to safety and healthat work, you know that we are
(02:42):
focusing this concept of health safety atwork specifically vividly. First, encourage open
communication. It is necessary to createsafe spaces for employees to express their concerns,
their management about safety and greetings inthe workplace. And this can be
achieved through regular meetings or anonymous suggestionsfor digital applications dedicated to receiving feedback.
(03:05):
Remember that in any security measure youapply, and it is not to consult
people for feedback, but for nothing. I understand and know that there are
times when you have to apply measuresbecause they are corporate policies. But if
we don' t get a positivefeedback on what' s being done that
doesn' t help to promote inclusiveleadership. Leaders should model behaviors that promote
(03:30):
psychological security. How to admit yourown mistakes, celebrate the contributions of all
team members, actively encourage everyone toparticipate in health and safety discussions. So,
when I speak inclusive leadership here,it' s the one that seeks
to include everyone. We' renot talking about other things here. We
(03:52):
are not going to go through thebranches to make it clear that third party
is capable of my development. Specifictraining on psychological safety and how the safer
and healthier working environment contributes must beprovided. This includes teaching management employees to
give and receive within constructive feeding.Then it' s a little difficult,
(04:16):
because there are people who aren't ready to take on their own ravines,
understand their own mistakes. Recognition ofthe contribution to security. A recognition
system must be implemented for those whoactively contribute to improving safety and health at
work, either by identifying potential risks, sharing ideas and not valuing or helping
to create a stronger safety culture.Eye this is a double- edged weapon
(04:43):
remember that giving awards or giving recognitionscan generate a false state of security and
can generate people to do things theyshouldn' t be doing. So this
has to be very careful, becauseit' s fine. This is well
documented, it works. There aretimes when it doesn' t work and
(05:04):
it brings us problems analysis and follow- up. Conduct regular work climate surveys
to go through the perception of psychologicalsecurity among employees, to use these data
for better continuity. I, inthis case, am going to the issue
of psychosocial risk. I mean,let' s measure what the problems are.
Let' s try to find thesolution. This thing about looking for
or putting on the thermometer is goingto be a fever or not, and
(05:27):
you know he has a fever iscomplicated. Psychological security, in theory,
can be a fundamental pillar in buildinga safe and healthy working environment by promoting
a space where employees feel free toexpress their safety- related thoughts and concerns.
Organizations can prevent incidents, i e, improve job satisfaction and increase productivity.
(05:53):
The above examples provide a starting pointfor organizations seeking to experience and integrate
security. Psychological, logical in yourhealth and safety strategies. Health, health,
but remember there are organizations where youcannot consult or discuss all your affairs
with employees. So a lot ofeye on that. It seems to me
(06:18):
that this is a concept, alittle lefty progressive, as you want to
call it the middle sea, aswe say here in Venezuela. Guabinoso,
that is, it can lend itselfto many misinterpretations, because I don'
t have to consult people about certainand certain things. There are others I
can or listen to. Well,if I can, I can, I
(06:41):
can, but there are others whereI shouldn' t. However, psychological
security has as its main objective,as I told you, to foster a
space where people feel how they expressedtheir opinions, doubts and mistakes, without
fear of reprisals or negative judgment.But it is very important to consider how
(07:02):
the implementation of this concept could havenegative aspects. That' s right,
not everything you shine gold and againthis comes from the practice of applying this
concept, which sounds very nice onpaper, but in practice results in overvaluation
of conformity. Psychological security does notbalance with the encouragement of constructive challenge,
(07:31):
meaning that people do something and weonly listen to their complaints. It can
promote a culture of conforvity where alternativeor critical ideas are silenced in favor of
harmony, limiting innovation and culture continuousimprovement. That, I think, needs
no further explanation Risk of complacency.Too safe an environment could lead to complacency,
(07:59):
where the team' s fears mightfeel so comfortable with the current state
that they lose the momentum to strivefor more ambitious goals or to question inefficient
processes. Or imagine, if youchange a process, people will not be
prepared for change. Difficulties in managingthe performance of important fears. Misinterpreted psychological
(08:22):
security can lead to situations where leadersfind it difficult to address performance problems and
inappropriate behavior due to fear of perceivedsecurity within the team. The team I
' m radical here. If you' re not giving up on your job,
you should be fired. If youhave behavioural problems at work, you
(08:45):
should be fired. Remember that itis jobs not re- education centers of
social misfits, jobs you are payingto do something and if you do not
surrender or do not, stop beingfired. This is a simple way to
overreliance on consensus. This is dangeroustoo. The desire to maintain a high
(09:09):
level of psychological security could result inan excessive search for consensus by delaying important
decisions and reducing effectiveness in situations requiringrapid action. Like emergencies of illusion of
individual responsibility. Another very but verydelicate aspect. In an effort to promote
(09:33):
a safe environment and not to blame, confusion about individual responsibility can arise,
diluting that responsibility and possibly affecting teamperformance. I mean, the responsibilities have
to be clear and we' rein between. Everyone must bear their emotional
cost. For leaders, maintaining ahigh degree of logical safety can be emotionally
(10:01):
accidental for leaders, who must constantlybalance between fostering a safe environment and meeting
the goal of organizational organizations here thatit is clear what they want to do,
how they want to do it,and what results we should have to
experience and see if it serves orserves us. While psychological security could be
(10:26):
used to create healthy and productive workenvironments, its implementation should be carefully managed
to avoid these possible negative effects,thus ensuring the balance between a supportive environment
and the need for continuous performance anddevelopment. In other words, there must
be a balance between what is givenand what is received as in life eye
(10:50):
life as always. These are myopinions that come from my experience and that
of my team, team in theapplication of this concept in several countries in
Latin America. Everyone owes and hasto adapt the concepts to their organization and,
above all, to their people.I, for nothing, share doing
(11:11):
prevention for fashions, but regretting ita lot of guidelines of a political nature
like this one of psychological security,which must be fulfilled, fulfilled and this
is for working where another one youwill collect what I collect. If you
ask me personally, I' mgoing to work, as I told you,
on psychosocial risks, how it isowed and with whom it is owed.
(11:35):
But this is another story, asthere are organizations that like to hide
the real problems and do prevention accordingto fashions and trends. I end this
with a quote from the famous Canadianpsychologist Jorda and my Peter Son. What
does it say you want equal results. I have a question for you,
(12:00):
what the hell is strength for youthen to improve yourself, to differentiate you
and highlight the mediocre ones. Whenyou try, you generate inequality. And
this and this is perfect, asalways my dear friends, is invisible.
I' m available on social media. It takes care of safety and health,
it takes care of health security andin the blog number one of safety
(12:22):
and health, at work in Spanishsafety and health, dot or RG.
As usual. Thank you for joiningme and we' re listening. Or
congratulate him.
Dismissed invisible friends, welcome back tothe podcast Safety, health and much more.
I' m going on an interestingsubject today. It may have taken
me a few days off, becausehe talks so much about safety and health
at work. Sometimes it tires,but you come when you come after breaks,
holidays, recharged batteries, I'm going to talk about unique psychological
(00:28):
security, which is a very fashionable, fashionable concept. And although this concept
is new, new, the grossrelevance lately, according to my opinion,
simply because it is fashionable and soundnice politically and especially when we relate it
(00:49):
to the framework of occupational safety andhealth. This term refers to the shared
belief of the members of a teamthat it is safe to take interpersonal risks
such as expressing opinions, asking questions, admitting mistakes without fear of being judged,
rejected or penalized in any way.I' m going to make it
(01:15):
clear that the examples I' mgoing to discuss with you here are my
practical experiences of the forced implementation ofthis social experiment called logical psychological security in
my organization, which has been implementedsince the last few months and like everyone
(01:36):
else, can differ according to peopleand organizations. But let' s go
to the theories. In other words, I' m not going to go
to theories, because psychological safety insafety and health at work is important.
The importance of psychological security lies inits ability to foster, in theory,
(01:56):
a culture of openness and trust whereemployees feel valued and respected. This not
only improves well- being and jobsatisfaction, but also contributes to greater organizational
effectiveness. As I told you before, theoretically, in the context of safety
(02:19):
and health work, psychological safety allowsemployees to feel more comfortable, sharing concerns,
reporting incidents, accidents or proposing anykind of improvement without fear of retaliation.
Here today with some very generic examplesof how to apply psychological safety or
in or thanks to safety and healthat work, you know that we are
(02:42):
focusing this concept of health safety atwork specifically vividly. First, encourage open
communication. It is necessary to createsafe spaces for employees to express their concerns,
their management about safety and greetings inthe workplace. And this can be
achieved through regular meetings or anonymous suggestionsfor digital applications dedicated to receiving feedback.
(03:05):
Remember that in any security measure youapply, and it is not to consult
people for feedback, but for nothing. I understand and know that there are
times when you have to apply measuresbecause they are corporate policies. But if
we don' t get a positivefeedback on what' s being done that
doesn' t help to promote inclusiveleadership. Leaders should model behaviors that promote
(03:30):
psychological security. How to admit yourown mistakes, celebrate the contributions of all
team members, actively encourage everyone toparticipate in health and safety discussions. So,
when I speak inclusive leadership here,it' s the one that seeks
to include everyone. We' renot talking about other things here. We
(03:52):
are not going to go through thebranches to make it clear that third party
is capable of my development. Specifictraining on psychological safety and how the safer
and healthier working environment contributes must beprovided. This includes teaching management employees to
give and receive within constructive feeding.Then it' s a little difficult,
(04:16):
because there are people who aren't ready to take on their own ravines,
understand their own mistakes. Recognition ofthe contribution to security. A recognition
system must be implemented for those whoactively contribute to improving safety and health at
work, either by identifying potential risks, sharing ideas and not valuing or helping
to create a stronger safety culture.Eye this is a double- edged weapon
(04:43):
remember that giving awards or giving recognitionscan generate a false state of security and
can generate people to do things theyshouldn' t be doing. So this
has to be very careful, becauseit' s fine. This is well
documented, it works. There aretimes when it doesn' t work and
(05:04):
it brings us problems analysis and follow- up. Conduct regular work climate surveys
to go through the perception of psychologicalsecurity among employees, to use these data
for better continuity. I, inthis case, am going to the issue
of psychosocial risk. I mean,let' s measure what the problems are.
Let' s try to find thesolution. This thing about looking for
or putting on the thermometer is goingto be a fever or not, and
(05:27):
you know he has a fever iscomplicated. Psychological security, in theory,
can be a fundamental pillar in buildinga safe and healthy working environment by promoting
a space where employees feel free toexpress their safety- related thoughts and concerns.
Organizations can prevent incidents, i e, improve job satisfaction and increase productivity.
(05:53):
The above examples provide a starting pointfor organizations seeking to experience and integrate
security. Psychological, logical in yourhealth and safety strategies. Health, health,
but remember there are organizations where youcannot consult or discuss all your affairs
with employees. So a lot ofeye on that. It seems to me
(06:18):
that this is a concept, alittle lefty progressive, as you want to
call it the middle sea, aswe say here in Venezuela. Guabinoso,
that is, it can lend itselfto many misinterpretations, because I don'
t have to consult people about certainand certain things. There are others I
can or listen to. Well,if I can, I can, I
(06:41):
can, but there are others whereI shouldn' t. However, psychological
security has as its main objective,as I told you, to foster a
space where people feel how they expressedtheir opinions, doubts and mistakes, without
fear of reprisals or negative judgment.But it is very important to consider how
(07:02):
the implementation of this concept could havenegative aspects. That' s right,
not everything you shine gold and againthis comes from the practice of applying this
concept, which sounds very nice onpaper, but in practice results in overvaluation
of conformity. Psychological security does notbalance with the encouragement of constructive challenge,
(07:31):
meaning that people do something and weonly listen to their complaints. It can
promote a culture of conforvity where alternativeor critical ideas are silenced in favor of
harmony, limiting innovation and culture continuousimprovement. That, I think, needs
no further explanation Risk of complacency.Too safe an environment could lead to complacency,
(07:59):
where the team' s fears mightfeel so comfortable with the current state
that they lose the momentum to strivefor more ambitious goals or to question inefficient
processes. Or imagine, if youchange a process, people will not be
prepared for change. Difficulties in managingthe performance of important fears. Misinterpreted psychological
(08:22):
security can lead to situations where leadersfind it difficult to address performance problems and
inappropriate behavior due to fear of perceivedsecurity within the team. The team I
' m radical here. If you' re not giving up on your job,
you should be fired. If youhave behavioural problems at work, you
(08:45):
should be fired. Remember that itis jobs not re- education centers of
social misfits, jobs you are payingto do something and if you do not
surrender or do not, stop beingfired. This is a simple way to
overreliance on consensus. This is dangeroustoo. The desire to maintain a high
(09:09):
level of psychological security could result inan excessive search for consensus by delaying important
decisions and reducing effectiveness in situations requiringrapid action. Like emergencies of illusion of
individual responsibility. Another very but verydelicate aspect. In an effort to promote
(09:33):
a safe environment and not to blame, confusion about individual responsibility can arise,
diluting that responsibility and possibly affecting teamperformance. I mean, the responsibilities have
to be clear and we' rein between. Everyone must bear their emotional
cost. For leaders, maintaining ahigh degree of logical safety can be emotionally
(10:01):
accidental for leaders, who must constantlybalance between fostering a safe environment and meeting
the goal of organizational organizations here thatit is clear what they want to do,
how they want to do it,and what results we should have to
experience and see if it serves orserves us. While psychological security could be
(10:26):
used to create healthy and productive workenvironments, its implementation should be carefully managed
to avoid these possible negative effects,thus ensuring the balance between a supportive environment
and the need for continuous performance anddevelopment. In other words, there must
be a balance between what is givenand what is received as in life eye
(10:50):
life as always. These are myopinions that come from my experience and that
of my team, team in theapplication of this concept in several countries in
Latin America. Everyone owes and hasto adapt the concepts to their organization and,
above all, to their people.I, for nothing, share doing
(11:11):
prevention for fashions, but regretting ita lot of guidelines of a political nature
like this one of psychological security,which must be fulfilled, fulfilled and this
is for working where another one youwill collect what I collect. If you
ask me personally, I' mgoing to work, as I told you,
on psychosocial risks, how it isowed and with whom it is owed.
(11:35):
But this is another story, asthere are organizations that like to hide
the real problems and do prevention accordingto fashions and trends. I end this
with a quote from the famous Canadianpsychologist Jorda and my Peter Son. What
does it say you want equal results. I have a question for you,
(12:00):
what the hell is strength for youthen to improve yourself, to differentiate you
and highlight the mediocre ones. Whenyou try, you generate inequality. And
this and this is perfect, asalways my dear friends, is invisible.
I' m available on social media. It takes care of safety and health,
it takes care of health security andin the blog number one of safety
(12:22):
and health, at work in Spanishsafety and health, dot or RG.
As usual. Thank you for joiningme and we' re listening. Or
congratulate him.
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