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Product details
File Size: 932 KB
Print Length: 256 pages
Publisher: Wiley; 1 edition (November 14, 2018)
Publication Date: November 14, 2018
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B07KLT8RKM
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Amazon Best Sellers Rank:
#14,064 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
Not your book if you like culture/leadership books that are:Easy, obvious, fluffYour book if you like culture/leadership books that:Have substance, will challenge you, actually can help you create a great cultureI work in a combination of school and sports settings as a mental performance coach. I find a lot of schools and coaches are drawn to what's easy when it comes to culture. As a result, they reach for the fluff on bookshelves- makes them feel good but doesn't really do anything. This book is not that. It's well researched and well explained. With some effort, you can draw some really great concepts and tangible ideas to help create and work to maintain a great culture wherever you may work. The stories are well told and connect well with the points made. If I had to pick one negative, the book mentions education several times without providing any specific stories from the education world. That said, the lessons learned can clearly be applied to education. It's one of my favorite books I've read on culture/leadership, and I plan on recommending it to whoever will listen. We need more books like this!
The author creates a compelling reasearch-based and antectdotal case for creating psychological safety in organizations. The first part of the book is riveting and I had many great stars and underlines in the text. Here’s where the book fails and loses its way: the case studies of Ray Dalio (perhaps the greatest self-appointed dubious leadership guru of our times!) describing what amounts to enforced transparency NOT psychological safety. Google the dissenting voices - and there are many - at Bridgewater. Other than te case study on Eileen Fisher (who I believe is much closer to modeling what I wish the author had intended) the other studies are really about tricking people into feeling safe to eek more productivity out of employees. I feel the author could benefit by reading the work of Cameron, Dutton, Quinn and Bremer because her corporate spin - getting more out of employees to make more money - is really the thrust of the work. There is little mention of a bottom up culture, how front line employees can influence leaders and few pinpointed tools that the author herself has actually lived and used within organizations. She’s a scholar and a very, very good one but by the time the case studies arrived in the book, it practically negated everything she said earlier on. Still, the first part of the book and the last third make the book a compelling read but isn’t it time to go deeper than Ray Dalio, Google and other big names and look for psychological safety in smaller, less top down orgs and orgs where compassion are integral parts of the workplace?
I appreciate the agile combination of research findings, case studies, and reflections this book offers. Professor Edmonson provides clear tips and practices to restore safety in organizations. This thin book explores in depth the benefits of safety and offers sufficient research evidence without being overwhelming for the non-researcher. I mainly found the examples relevant and helped me travel back in time to when I was a leader facing the same difficulties I had then face. I wish I had had the opportunity then to read this book. The elegant "flow" of the book kept me engaged and helped me reflect on the routines, processes, habits of execution, and expectations that set teams to fail. Once again, Professor Edmonson offers a significant contribution to help organization strengthen environments for humans maximize innovation and learning.
Edmondson does nice job sharing her research, anecdotes from companies she has studied, and providing specific guidance to leaders who want to create Psychological Safety in their organization. The only critical comment I have is the author gets a bit too simplistic when talking about violations and sanctions on page 178; would have been more helpful for readers new to human & organizational performance if just culture, trade-offs and context of work were explained.Would be a very good book for FLDP, as well as any leader at Biogen.
Edmondson is excellent. She has achieved what many before her have not -- an explanation of the root cause of safety vel non, and most importantly, how to create it. I have read numerous books on safety, but none as well presented and clearly explained. I refer to The Fearless Organization on a regular basis, and recommend that you do the same.
Very good but if you already know of the concept you might not get as much out of the book as you might have hoped. Most of the vital information was already available in the form of the authors HBR articles, other’s articles on psychological safety, and the author’s ted talk. Again, the book is quality and especially excellent for those new to the concepts.
Love Dr. Edmondson's work - this is no different. The only exception is that I see this as much long than it needed to be and I'm not sure that I walked away with real, concrete tips for my clients to create psychological safety.
This book is the authoritative source for understanding psychological safety, its history as a construct, and the growing sense of urgency we feel to create it in our organizations. From her seminal article in 1999, Professor Edmondson has continued to lead the research effort on the topic and move us from an intuitive to an empirical stage of understanding.
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