Index

  •  
  • Abilities, confidence, 168
  • “Accident,” term (usage), 155
  • Advanced Management Program (Harvard Business School), 168
  • Agile execution, 187
  • Alphabet, 117
  • Android (Google)
    • operating system, 65
    • platform, 189
  • Anglo American, work, 165
  • “Anything goes” environment, 17–18
  • Apathy zone, 18–19
  • Appreciation, expression, 173–174
  • Argument, winning (avoidance), 111–112
  • ATC clearance, 81
  • Aurelius, Marcus, 129
  • Authority, confidence (excess), 83–86
  • Avoidable future, avoidance, 53, 68–70
  •  
  • Bad, embracing, 105–107
  • Baer, Markus, 40
  • Bank personnel, sales goals, 62
  • Barry-Wehmiller, 135
    • approach, 123
    • “Guiding Principles of Leadership,” 121
    • psychological safety, 120
    • union support, 120
    • values/methods systematization, 121
  • Barry-Wehmiller University, founding, 121
  • “Be a Don't Knower” (Fisher), 168
  • Beim, David, 66–67
    • nonconfrontational/deferential style, 67–68
  • Belonging
    • building, 201–202
    • psychological safety, relationship, 201–202
  • Bennis, Warren, 12
  • Bezos, Jeff, 96
  • Bischoff, Klaus, 56
  • Blackberry, RIM introduction, 64
  • Black Lives Matter, 96
  • Blameless reporting, 157
  • Blameworthy, consideration/treatment, 176–177
  • Boeing 747s, collision, 79–82
  • Boisjoly, Rogert, 192
  • Borderline personalities, impact, 207
  • Boss
    • role, framing, 164t
    • work psychological safety, 199–200
  • “Bottom-up” changes, 193–194
  • Bradley, Bret, 44
  • Brainstorming, usage, 191
  • Braintrust, 105–109, 112, 118, 190
  • Bridgewater Associates, 123, 167
    • employees, attrition rates, 111–112
    • founding, 109–110
  • Bryant, Adam, 171
  • Bryndza, Jessica, 96
  • Business failures, 71, 189
  •  
  • Cable, Dan, 169
  • California Air Resources Board (CARB), 54
  • Camp, Garrett, 94
  • Candor
    • creation, 206
    • definition, 105
    • extremeness, 109–13
    • reality, 104–109
  • “Captain of Moonshots,” 117
  • Care, permission, 115–116
  • Carmeli, Abraham, 169
  • Carroll, Cynthia, 138–142, 165, 170
    • harm, reduction attempts, 166
  • Cassandra, 86, 90
  • Catmull, Ed, 105–108, 160
  • Cause-effect relationships, 174
  • Centers for Medicare and Medicaid Services (CMS) pilot program, usage, 137–138
  • Challenger (space shuttle), disaster, 86–87
  • Chaplin, Charlie, 58, 167
  • Chapman, Bob, 120–122, 135
  • Check pilot, ability (testing), 80–81
  • Chernobyl, disaster, 89
  • Children's Hospital and Clinics, 153, 170
    • failure, productive response, 176–177
    • focused event analysis, 157–158
    • staff, silence, 156
  • China, psychological safety (creation), 207–208
  • Clean diesel engine design, inability, 62–63
  • Clean diesel vehicles, 54
    • software code, 55
  • Cockpit Resource Management (CRM), 131, 134
  • Cockpit training, change, 82
  • Collaborative process, production, 115
  • Colleagues
    • receptivity, 38–39
    • true selves, 204–205
  • Columbia (space shuttle), disaster, 78–79, 191
  • Comfort zone, 18–19
  • Command-and-control hierarchy, 60
  • Command, direct line (benefits), 83
  • Commitment, recommendation, 205–206
  • Communication
    • challenges, 43
    • misunderstanding, 132
    • requirement, 164
  • Community Banking
    • division, employees (impact), 63
    • employees, motivation, 61
  • Company
    • email addresses, usage (avoidance), 179
    • success, top-down dictators (impact), 203–204
    • target goals, 59
  • Compassion, recommendation, 205–206
  • Compensation, decisions, 110
  • Confidence
    • absence, overcoming, 39
    • excess, 83–86
    • gaining, 168
    • problems, knowledge (sharing), 38–39
  • Conflict
    • navigation, 44
    • usage, 43–44
  • Constructive feedback, 106
  • Consumer Financial Protection bureau (CFPB), 61
  • Continuous growth, enjoyment, 113–114
  • Continuous improvement, 207
  • Continuous renewal, 187–189
  • Conversations, logic (enforcement), 111–112
  • Costa, Mark, 25–26, 176
  • Counterfactual data, access (absence), 203
  • Counterproductive workarounds, 38
  • Courage, impact, 82
  • Coworkers, communication frequency, 39
  • Creative energy, production, 115
  • Crew Resource Management (CRM), 82, 134
  • Criticism, risk, 114
  • Cronbach's alpha, 20, 213–214
  • Cross-cultural differences, 207–208
  • Cross-sell, 61
  • Cross-selling strategy, 69
    • execution, 63
  • Culture, change, 192–193
  • Culture of telling, 170
  • Curiosity
    • humility, combination, 167–168
    • recommendation, 205–206
  • Customer accounts, Community Banking employee opening, 63
  •  
  • Dalio, Ray, 109–113, 123, 145, 167, 198
  • Damore, James, 178
  • Dana-Farber Cancer Institute, 83–85
  • Dangerous silence, 77
  • Data collection/analysis, 30
  • DaVita Academy, 137
  • DaVita Kidney Centers, 46, 135, 166
    • teammates, importance, 137–138
    • Total Renal Care, 136
  • DaVita University, 135
  • DaVita Village Network, 136
  • Debate, occurrence, 112
  • Decision making
    • deliberative decision making, 189–191
    • improvement, 165–166
      • conflict, impact, 43–44
    • productive decision making, 44
  • Deming, W. Edwards, 191
  • “Design Kitchen,” 119
  • Detert, Jim, 31–32
  • Dieselgate, 54
    • root cause, 57–58
  • Disaster, enabling, 91–92
  • Discipline
    • impact, 196–197
    • self-discipline, 206
  • Discretionary work, willingness index, 42
  • Diversity
    • building, 201–202
    • performance, negative relationship, 45
    • psychological safety, relationship, 201–202
    • stance, 178
    • usage, 44–45
  • Don't knower, action, 113–116
  • Dudenhoffer, Ferdinand, 59
  • Dudley, Bill, 66
  • Duhigg, Charles, 40–41
  • Dweck, Carol, 174
  •  
  • Eastman Chemical Company, 25–26
  • Educational backgrounds, consideration, 41
  • Effectiveness, guarantee (absence), 204–205
  • Effort
    • harnessing, 188–189
    • motivation, 166–167
  • Eileen Fisher Leadership Institute, founding, 116
  • Electronic media, communication challenges, 43
  • Eli Lilly, failure parties, 177
  • Embarrassment, risk, 114
  • Emergency Response Center (ERC), 143–144
  • Emotional harm, conditions (creation), 77–78
  • Emotional intelligence, problems, 207
  • Empathy
  • Employees
    • care, 119–123
    • engagement, measures (validation), 42
    • failure, 45–46
    • motivation, 58
    • perks, absence, 26
    • satisfaction, importance, 41–42
    • survey, 169
  • Engagement
    • barriers, overcoming, 188–189
    • creation, 45
  • Errors
    • absence, 35–36
    • admission, 31
    • open discussion, 155–156
    • reporting, appeal, 17
  • Everybody Matters (Sisodia), 120
  • Excellence, creation, 206
  • Expertise-diverse teams, performance, 44
  • Extreme candor, 109–113
  •  
  • Failing to fail, 119
  • Failure
    • archetypes, definitions/implications, 163t
    • avoidance, 53, 59–60
    • culture, 192
    • czar, 161
    • data source, 160
    • destigmatization, 175–177, 176t
    • evaluation, 118–119
    • failing, 119
    • freedom, 108–109
    • impact, 161–162
    • intelligent failure, 117
    • learning to learn, 160–161
    • parties, 177
    • prevention, 162, 208
      • productive response, 177
    • productive response, variation, 180
    • psychological pain, 108
    • real failure, defining, 119
    • reframing, 158, 160–162
    • reporting, fear, 160
    • role, 161
    • safety, 117–118, 160
    • success, 116–119
    • types, productive responses, 180t
    • typology, implications, 175
  • “Failure,” term (usage), 155
  • Fareed Zakaria GPS, 45
  • FEA. See Focused event analysis
  • Fear
    • absence, 192
    • climate, behaviors (impact), 194
    • culture, insidiousness, 59
    • expulsion, 191
    • impact, 14–15
    • interference, 144
    • interpersonal fear, 165, 172–173, 196
    • motivation, problem, 13–15, 58
    • “No fear” federal workplace, creation, 192
    • understanding, 138
  • Fearless organization, creation, 146
  • Fearless workplace, 103
  • Federal Reserve of New York (FRBNY), 60, 92, 198
    • condemnation/criticism, 66
    • consensus, striving, 67
  • Feedback, 110, 173. See also Constructive feedback
    • group, people (impact), 106–107
    • provision, 196
  • Fictional vignettes, design, 32, 34
  • Financial system, collapse, 68
  • Firing, decisions, 110
  • Fisher, Eileen, 113–116, 123, 165–168, 190
  • Flight 1549, 130–131
    • non-normal situation, 130
  • Focus, creation, 114
  • Focused event analysis (FEA), 157–158, 177
  • Ford, Henry, 57, 204
  • “Foundry,” 119
  • Fowler, Susan, 93–96, 194–195
  • Frei, Frances, 193–194
  • Frese, Michael, 40
  • Frontline staff, stress, 42
  • Fukushima Daiichi Nuclear Power Plant, 87–92, 142
    • control, 144–145
  • Fukushima Daini Nuclear Power Plant, 142–145, 165
    • damage, assessment, 143
  •  
  • Game-Changer, The, (Lafley), 160
  • Gazetta, Frank, 116
  • Geographic dispersion, overcoming, 43
  • Gibbs, Jennifer, 43
  • Gibson, Charlie, 79
  • Gibson, Cristina, 43
  • Glass, Ira, 67–68
  • Goffman, Erving, 4–5, 8
  • “Going for Gr-Eight,” 61–63
  • Goldman Sachs, 67
  • Good, journey, 105–107
  • “Good news” stories, simplicity, 104
  • Googler-to-Googler (g2g) network, 172–173, 195
  • Google team, Project Aristotle, 40–41
  • Google X, 117–118, 123, 160, 165
  • Government bureaucracy, responsibility, 92
  • “Great East Japanese Earthquake,” 87
  • Great Recession, 120
  • Green Car of the Year (2008), 53
  • Groupe Danone, 173
  • Group-level phenomenon, 12
  • Groupthink, 67
  • “Guiding Principles of Leadership” (Barry-Wehmiller), 121
  •  
  • Halbesleben, Jonathon, 38
  • Hall, Amy, 115
  • Ham, Linda, 79
  • Harris, Sydney, 77
  • Harten, Patrick, 131, 133
  • Harvard Business School
    • Advanced Management Program, 168
    • leadership programs, 191
  • Hatz, Wolfgang, 54
  • Healthcare delivery, explanation, 155
  • Help, seeking (appeal), 17–18
  • “Here-and-Now Humility” (Schein), 168
  • Hewlin, Patricia, 30
  • Hierarchy
    • de-emphasis, 114
    • psychological pull, 82
  • Hirak, Reuven, 169
  • Hobbies, consideration, 41
  • Hooke, Casey, 172
  • Hornsey, Liane, 194
  • Hospital care, error-prone system, 155
  • Huang, Chi-Cheng, 40
  • Hudson Miracle, value, 134
  • Human health/safety, fostering, 134
  • Human interactions, importance, 133
  • Humble listening, 114–115
  • Humiliation, risk, 114
  • Humility
    • confidence, contrast, 168
    • curiosity, combination, 167–168
  • Humor, absence, 193–195
  •  
  • Ideas, withholding, 31
  • Impostor syndrome, 161
  • Incentives, decisions, 110
  • Inclusion
    • building, 201–202
    • psychological safety, relationship, 201–202
  • Industries, learning, 133–134
  • Innovation
    • culture, 192
    • fostering, 43–44
    • impact, 66
    • psychological safety, relationship, 40
  • Input
    • requests, 122–123
    • structures, design, 172–173
  • Inquiry, 170
    • proactive inquiry, 167, 170–172
    • skills, development, 179
  • Institut Européen d'Administration des Affaires (INSEAD), 190
  • Intelligent failure, 117
  • Interdependence
    • appreciation, 177
    • emphasis, 162, 164
    • levels, attention, 166
  • Interdependent departments, priorities (conflict), 154
  • Interpersonal fear, 172–173, 204
    • problem, 196
    • sensibility, 165
  • Interpersonal risk
    • micro-assessments, 134
    • overcoming, 166–167
    • perspective, 164
  • Inter-term reliability, 20
  • Interview data, coding, 20–21
  • Inviting Participation, 123, 154, 156
  • iOS (Apple), 189
  • iPhone, impact, 65
  • Ishibashi, Katsuhiko, 88
    • Madame criticism, 88–89
  •  
  • Japan
    • Active Fault and Earthquake Research Center, 90
    • national energy security, goal, 92
    • nuclear meltdown, 87–91
    • psychological safety, creation, 207–208
  • Jiang, Pin-Chen, 40
  • Jobs, Steve, 204
  • Jogan tsunami, 90–91
  • “Just kidding” moments, 193–194
  •  
  • Kahn, William, 12
  • Kalanick, Travis, 94
    • Uber exit, 95–96
  • Khosrowshahi, Dara, 96, 193–194
  • Knowledge
    • marketplace, 173
    • sharing, 38–39
    • workers, 58
  • Kurokawa, Kiyoshi, 91
  • Kyoto Protocol, 89
  •  
  • Lafley, A.G., 160
  • Lasseter, John (harassment), 107
  • Leaders
    • job, 200
    • participation, invitation, 156–157
    • productive responses, 157–158
    • stage, setting, 155–156
    • success, learning, 207
    • tool kit, 154–158, 176–177
    • VUCA interaction, 166
  • Leadership, 146
    • effectiveness, 56–57
    • self-assessment, 181–182
  • “Lean Forward, Fail Smart Award,” 192
  • Learn-how, 36–37
    • behaviors, 37
  • Learning
    • anxiety, 12
    • behavior, 35
      • psychological safety, relationship, 39–40
    • creation, 206
    • increase, 169
    • inhibition, fear (impact), 14–15
    • mindset, 167–168
    • natural part, 108
    • opportunity, 205
    • orientation, power, 174
    • support, work environment (impact), 35–39
    • zone, virtual team (impact), 131–132
  • Learning to learn, 160–161
  • Learn-what, 36–37
  • Lehman, Betsy, 83–85
    • chemotherapy, 83–84
  • Lehman, Mildred K., 85
  • Lekgotla, 140
  • Leningrad, flood (1924), 14
  • Leroy, Hannes, 35–36
  • Listening, 114–115
    • impact, 199
    • importance, 96
  • Los Rodeos Airport, 80
  • Lutz, Bob, 56–57
  •  
  • Madame, Haruki, 88
  • Mahfouz, Naguib, 153
  • Management risk, 21
  • Manager change (absence), people (interaction advice), 205–206
  • Marcus, Roy, 137–138
  • Mask, removal, 200
  • Masuda, Naohiro, 142–146, 165
  • Maxwell, John, 187
  • Meaning, environment (creation), 121
  • Meaningful work/relationships, value, 109
  • Medical errors, 85
  • Medical team, efforts, 136–137
  • Meetings, silence (usage), 114
  • Mental health, 42
  • Merchant, Nilofer, 5
  • Meritocracy, 95
  • #MeToo movement, 92–96, 107, 194–195
  • Meurs, Klaas, 80–82
  • Milano, Alyssa, 92–93
  • Milliken, Frances, 30
  • Mindfulness, creation, 114
  • Mines, safety protocols (usage), 141
  • Mining
    • harm, reduction, 166–167
    • shutdown, 139–141
  • Minorities, engagement (creation), 45
  • Mistakephobia, 111
  • Mistakes, learning, 35–36
  • Modern Times (Chaplin), 58
  • Moody-Stuart, Mark, 139
  • Morath, Julie, 153–157, 165, 170
    • terminology, introduction, 155
  • Morrison, Elizabeth, 30
  • Morton-Thiokol, 86–87
  • “Motivator Report,” 62
  • MTV, programming work, 172
  • Mulcahy, Anne, 168
  •  
  • Narcissism, impact, 207
  • NASA
    • leaders, emphasis, 166
    • space shuttle disasters, 78–79, 86–87, 191
  • National Union of Mineworkers, 141
  • National Women's Law Center, 195
  • Ndlovu, Judy, 140
  • Near-perfection, desire, 158
  • Nembhard, Ingrid, 36, 169
  • Neonatal Intensive Care Unit (NICU), 169, 173
    • babies, delivery, 3
    • nurse, speaking up, 154
    • protocol, 7
    • quality improvement project teams, 36–37
  • Nitrous oxide (NOx), production, 54–55
  • “No fear” federal workplace, creation, 192
  • Nokia, 60, 63
    • avoidable failure, 64
    • comeback, 190
    • emotional climate, 64
    • external market threats, 65
    • operating system, 189
    • R&D culture, 65
    • rise/fall, 64
    • success, 65–66
  • Non-governmental organizations (NGOs), 195
  • Not-knowing (Fisher), 190
  • Nuclear Accident Independent Investigation Commission (NAIIC), 91
  • Nuclear Industrial Safety Agency (NISA), policing hesitation, 89, 90
  • Nurses, study, 35–36
  •  
  • Off-site company sustainability conference, usage, 115
  • Oil shocks (1970s), 89
  • Okamura, Yukinobi, 90
  • Ombudspersons, confidentiality, 203
  • “One for All and All for One” motto, 135–138, 166
  • One-on-one mentoring, 172
  • Open-minded disagreements, 111–112
  • OpenTable, 160
  • Operational performance, improvement, 173
  • Organization
    • fearlessness, 201
    • strategy, framing, 70
  • Organizational learning
    • process, 179
    • requirements, 71
  • Osterloh, Bernd, 59
  •  
  • Paper trail, 25
  • Participation, invitation, 156–157
    • process, 167–173
  • Patient Safety Steering Committee (PSSC), initiative, 157
  • Patton, George, 142
  • People
    • responses, 167–173
    • treatment, 121
  • People Experience, 96
  • Perfectionism, discussions, 161
  • Performance
    • measurement, 40
    • problem, 70
    • psychological safety importance, reasons, 39–41
    • sacrifice, 55
    • unit performance, improvement, 169
  • Performance standards
    • lowering, psychological safety (contrast), 17–19
    • psychological safety, comparison, 18f
  • Personalities, self-assurance, 112
  • Personality
    • factor, psychologically safety (contrast), 16
    • traits, consideration, 41
    • types/skills/backgrounds, mix, 41
  • Personal values/goals, 205
  • Physical harm, conditions (creation), 77–78
  • Piech, Ferdinand, 56–57
  • Pittman, Bob, 171–172
  • Pixar Animation Studios, 14, 46, 105–109, 118, 123, 160
  • Power distance, 207
    • cultural differences, 208
  • “Powerful questions” attribution, identification, 170–171
  • Power, impact, 169
  • Power plants, construction allowance (government records), 88
  • Predictive validity, 20
  • Presentation of the Self in Everyday Life, The, (Goffman), 4
  • Price, Christina, 3–4, 6–8, 17
  • Pride, environment (creation), 121
  • Principles (Dalio), 109, 111, 145
  • Proactive inquiry, 167, 170–172
  • Process improvements, 122
  • Process-laden work, 121–122
  • Process, outcome (relationship), 175f
  • Productive conflict, 111–113
  • Productive decision making, 44
  • Productive responses, 180t
    • process, 173–180
    • variation, 180
  • Project Aristotle, 12, 40–41
    • aftermath, 45
  • Project Foghorn, 116
  • Promotions, decisions, 110
  • Promotions/protections, 94–96
  • Psychologically safe employees, engagement, 41–42
  • Psychologically safe organizations, creation, 208
  • Psychologically safe work environments, 165
    • impact, 134–135
    • learning, 123–124
  • Psychologically safe workplace, 6–8
    • advocacy, 198–199
    • creation, 138, 146
    • profile, 104
    • time, usage, 197–198
  • Psychological safety, 8–12
    • certainty, 26–29
    • confusion, 197
    • creation, 140, 146, 199, 209
    • cultivation, 165
    • defining, 15–19
    • demonstration, 134
    • diversity/inclusion/belonging, relationship, 201–202
    • dynamism, 189
    • effects, 28–29
    • efficiency source, 197
    • emphasis, 43–45
    • establishment/enhancement, 169
    • excess, 195–197
    • failure, destigmatization, 176t
    • FAQs, 195–208
    • group building, 36
    • groups, 29–30
    • impact, 156
    • importance, 12–13
      • reasons, 39–41
    • improvement, 21–22
    • innovation, relationship, 40
    • insufficiency, 69–70
    • leader, success (learning), 207
    • learning behavior, relationship, 39–40
    • measurement, 19–21
    • media mentions, 27–28, 27f
    • niceness, contrast, 15–16
    • norms, inclusion, 190
    • organizational commitment, relationship, 42
    • panacea, 196–197
    • performance standards
      • comparison, 18f
      • lowering, contrast, 17–19
    • personality factor, contrast, 16
    • power, 119–120
    • practice, research (usage), 45–46
    • predictions, 37
    • presence/absence, detection, 20–21
    • research, 29–30
    • restoration, 195
    • rewards, 120
    • robustness, survey measures (variations), 213–215
    • role, emphasis, 43, 195
    • stage, setting (process), 158–167
    • studies, 44
    • survey measure, 20f
    • team psychological safety, citations, 28f
    • trust, comparison, 16–17
    • whistle-blowing, relationship, 202–203
    • work, framing, 160–166
  • Psychological/societal forces, asymmetry, 188
  • Public self-expression, ambiguity, 180
  •  
  • Qatar, sovereign wealth fund, 59
  • Qualitative case-study research, 20–21
  • Quality environment, 36–37
  • Quality improvement (QI) project teams, 36–37
  • “Quality of Sale” Report Card (Wells Fargo), 62–63
  • Quarles, Christa, 160
  • Questions
    • power, attributes, 171
    • “powerful questions” attribution, identification, 170–171
    • reason, 85
    • revelation, 208
  •  
  • Radical truth/transparency, 109
  • “Rapid Evaluation,” 118–119
  • Ratatouille (film), 14
  • Rathert, Cheryl, 38
  • Real failure, defining, 119
  • Regulators, regulation, 66–68
  • Regulatory capture, 67–68
  • Reporting policy, blame (absence), 158
  • Report of Systemic Risk and Bank Supervision (2009), 66–67
  • Research, usage, 45–46
  • Respect, conveyance, 199
  • Return on assets, longitudinal change, 40
  • Ride-sharing economy, 94
  • RIM, 64
  • Risk, mitigation, 168
  • Risk, taking, 116, 174
  • Rocha, Rodney, 78–79
  • Rogers, Ed, 191–192
  • Role model, 25
  • Roosevelt, Franklin D., 103
  • Rozovsky, Julia, 3, 41
  •  
  • Safety Summit, 141
  • Safe zone, creation, 199
  • Sales numbers, hitting, 62
  • Sallan, Stephen, 83
  • Schein, Edgar, 12, 168
  • Schmidt, Oliver, 53
  • Schreuder, Willem, 80–82
  • Scolese, Christopher, 192
  • Segarra, Carmen, 68
  • Self-assessment questions, 181
  • Self-confidence, 168
  • Self-discipline, 206
  • Selfish agenda, absence, 106
  • Self-protection, 188
    • perception, 167
  • Self-report, 40
  • Senior executives, engagement, 71
  • Sexual attention, suffering, 92–93
  • Sexual harassment, experiences, 93
  • Siemsen, Enno, 39
  • Silence
    • culture, 86–92
    • impact, 30–35, 92–96
    • importance, 79–82, 156
    • reasons, 31
    • rewards, 188
    • selection, 35
    • sounds, hearing, 191–193
    • understanding, 138
    • usage, 114
    • victory, reason, 34t
    • warnings, dismissal, 87–90
  • “Silence Breakers” (TIME Magazine), 96
  • Simmons, Rachel, 161
  • Sisodia, Raj, 120
  • Situational humility, 167–169
    • demonstration, 168
  • Skiles, Jeffrey, 129–133
  • Smart failures, honoring, 119
  • Smart process design, 197
  • Smith College, 160–161
    • Wurtele Center for Work and Life, 161
  • Smith, Diana, 44
  • Social media
    • platforms, personal opinions expression, 179
    • problem, 95
    • silence, impact, 92–96
  • Solutions, development/commercialization (goal), 117
  • South African Department of Minerals and Energy, 141
  • Space shuttle
    • Challenger disaster, 86–87
    • Columbia disaster, 78–79
  • Speaking up
    • automatic calculus, 34
    • failure, 78–79
    • psychology, aspect, 79
    • risk, 32
  • Staff meetings, orchestration, 165–166
  • Standards, importance, 54–60
  • Stanton, Andrew, 106–107
  • Strategy, agile approach (adoption), 70–71
  • Stretch goal, stretching, 60–63
  • “Study,” term (usage), 155
  • Stumpf, John, 61
  • Success
    • innovation, impact, 66
    • requirements, 71
  • Sullenberger III, Chesley, 129–133
  • Superstorm Sandy, 162
  • Symbian, 189
    • operating system, 63
  • System complexity
    • appreciation, 177
    • problem, 154
  •  
  • Tacking, 209
  • Taken-for-granted rules, 33t, 34
  • Talent, unleashing, 146
  • Task-based conversations, 111
  • Team psychological safety
    • citations, 28f
    • concept/measure, 28
  • Teams
    • diagnostic survey, 9
    • error rates, 9–10
    • member performance, rating, 40
  • Teamwork, importance, 161
  • Teller, Astro, 117–119, 160
  • Telling, culture, 170
  • Tertiary care hospitals
    • complexity, 154
    • operations, error-prone nature (re-explanation), 156
  • Thiry, Kent, 135–136, 166
  • Threat and error management (TEM), 134
  • Three Mile Island, accident, 89
  • “Time's Up” Legal Defense Fund (National Women's Law Center), founding, 195
  • Time, usage, 133
  • “Toe-stepping,” 194
  • Toe-stepping value, 95
  • Tokyo Electric Power Company (TEPCO), 144
    • risk acknowledgment, 89–91
  • Top-down culture, cheating/coverup (by-products), 70–71
  • Top-down dictators, impact, 203–204
  • Top-down strategy, 69–70
  • Total quality management (TQM), 38
  • Total Renal Care, 136
  • Toy Story (movie), 104–106
  • Toy Story 2 (movie), 105–106
  • Transparency, 198–199
    • aggressiveness, 198
    • injunction (Dalio), 194
    • levels, 198
    • norm, violation, 194
    • radical truth/transparency, 109
    • whiteboards, usage, 142–146
  • Transparency libraries, 110–111
  • Trust
    • destruction, practices, 121
    • environment, creation, 121
    • increase, 190
    • psychological safety, comparison, 16–17
  • Truth
    • fear, 63–66
    • radical truth/transparency, 109
  • Tucker, Anita, 36, 37, 169
  • Turnover intentions, 42
  •  
  • Uber Technologies, Inc., 93–96
    • problems, 193
    • sexual harassment, experiences, 93–95
  • Uncertainty
  • Unconscious calculators, 4–6
  • Union support, 120
  • Unit performance, improvement, 169
  • US Airways, Cockpit Resource Management (CRM), 131
  •  
  • Value creation, impact, 70
  • Value (gaining), diversity (usage), 44–45
  • van Zanten, Jacob Veldhuyzen, 80–82
  • Vaughn, Diane, 191
  • Verdin, Paul, 70
  • Vigilance, importance, 161
  • Violations, sanctioning, 178–180
  • Virtual teams, 43
  • Virtual zone, usage, 131–132
  • Voice
    • barriers, overcoming, 188–189
    • implicit theories, 32, 34–35
    • mission criticality, 39
    • productive responses, process, 173–180
    • requirement, clarification, 162–166
    • rewards, 188
    • threshold, 197
  • Voice at work, taken-for-granted rules, 33t
  • Voice-silence
    • asymmetry, 34
    • calculation, silence (victory), 34t
  • Volatility, uncertainty, complexity, and ambiguity (VUCA), 19, 26–27, 60, 70, 166
    • conditions, 174
    • success, requirements, 71
    • value creation, impact, 70
  • Volkswagen, 174
    • command-and-control hierarchy, 60
    • compliance, 55
    • coverup, denial, 55
    • diesel engines, problem, 58–59, 107
    • emissions scandal, effects, 59–60
    • engineers, blame, 56
    • failure, avoidance, 53
    • standards, importance, 54–60
    • stretch goal, stretching, 60–63
    • terror, reign, 57
    • truth, fear, 63–66
  • Volkswagen Group, 53
  • Vulnerability, expression, 200
  • Vuori, Timo, 190
  •  
  • Warnings, dismissal, 87–90
  • Wells Fargo, 60, 174
    • cross-selling strategy, 69
    • “Quality of Sale” Report Card, 62–63
    • success, 60–61
  • West Virginia University, Center for Alternative Fuels, Engines, and Emissions, 55
  • Whistle-blowing, psychological safety (relationship), 202–203
  • Whiteboards, usage, 142–146
  • Why Worry? (Ishibashi), 88
  • Winterkorn, Martin, 54, 164
    • company rules, strictness, 59–60
    • leadership, impact, 56–57
    • soft spots, 58
    • villian, role, 56
  • Words, usage, 130–134
  • Work
    • colleagues, true selves, 204–205
    • emotional commitment, 41–42
    • engagement, 42
    • error-prone nature, 156
    • framing, 160–166
    • interdependent work, communication (requirement), 164
    • process-laden work, 121–122
    • psychological safety, 199–200
    • quality, erosion, 180
    • self, supply (problems), 205
  • Workarounds
    • occurrence, 38
    • problems, 37
    • reduction, 37–38
  • Work environment
    • impact, 35–39
    • knowledge, sharing, 38–39
    • mistakes, learning, 35–36
    • quality environment, 36–37
  • Workers
    • fatalities, avoidance, 158
    • safety, speaking up, 138–142
  • Workforce, diversity, 201
  • Workplace
    • fearless workplace, 103
    • nurturing, 187
    • phrases, usage, 200
    • psychologically safe workplace, 6–8
    • psychological safety
      • absence, 29
      • manifestion, 104
    • psychological safety climate, permeation, 68
    • silence, importance, 79–82
  • Wrong-doing, speaking out, 28
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