Psychological Safety
Psychological Safety
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心理安全
DOI：
10.1093/obo/9780199846740-0154
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发表时间：
2018
期刊：
影响因子：
2.5
通讯作者：
George Hanshaw
中科院分区：
文献类型：
--
作者：
George Hanshaw
组织将从员工的创造性想法、创新行为和主动建议所产生的流程改进成果中受益（请参阅牛津管理研究文献中的文章“创造力”、“创新行为”和“员工声音”。）然而，员工可能会认识到与此类活动相关的风险：一个想法可能不被接受，或者如果接受，可能不会产生预期的结果，一个建议可能会以牺牲其他利益相关者的利益为代价，使某些利益相关者受益，等等。心理安全（PS）反映了员工对安全的信念。人际冒险；认为工作环境在心理上安全的员工更有可能承担风险，因为对负面影响的恐惧减少。这种结构跨多个层次的分析（个人、团队和组织层次）进行概念化，是各种组织研究流中的一个重要特征。最值得注意的是，研究人员经常将心理安全建模为个人态度和行为、团队信息共享和创新以及组织变革和绩效的解释因素。最近的研究已经开始探索跨层次关系、跨文化比较以及心理安全的潜在阴暗面。
Organizations stand to benefit from the process improvement outcomes that result from employees’ creative ideas, innovative behaviors, and proactive suggestions (see the Oxford Bibliographies in Management Studies articles “Creativity”, “Innovative Behavior”, and “Employee Voice.”) Employees, however, may recognize risks associated with such activities: an idea may not be accepted or, if accepted, may not produce the intended results, a suggestion may benefit some stakeholders at the expense of others, etc. Psychological safety (PS) reflects employee beliefs about the safety of interpersonal risk taking; employees who perceive their work environments as psychologically safe are more likely to take risks due to the reduced fear of negative repercussions. Conceptualized across multiple levels of analysis (individual-, team-, and organizational levels), this construct is an important feature in a variety of organizational research streams. Most notably, researchers often model psychological safety as an explanatory factor of individual attitudes and behaviors, team information sharing and innovativeness, and organizational change and performance. Recent research has begun to explore cross-level relationships, cross-cultural comparisons, and the potential dark side of psychological safety.