The promise of diversity in teams is an innovation dividend. Diversity presents diverse information, it is handled and explained in new manners, there is more discussion and coordination of thoughts. This outcomes in novel solutions, expanded error detection, and better group critical thinking.
The difficulty is that it is more comfortable to work with individuals who are most similar to us. Working with individuals most like us reinforces our social identity, and our social personality is basic to our self-esteem and our sense of belonging, which are all thus essential to our psychological well-being.
Psychological safety, a term instituted and defined by Harvard Business School educator Amy Edmondson, is a conviction that you won’t be humiliated or punished for speaking up with questions, ideas, mistakes or concerns. To put it plainly, it is how much comfortable employees are with facing challenges and being open to their group.
Paying attention to psychological safety prevents conflicts between groups
At the point when diverse individuals join homogeneous gatherings, social personality is disrupted. Subgroups emerge. Subgroups can meddle with the sharing of data. They may make conflict and tension thus they prevent the capacity to take advantage of the resources that all group individuals bring. Focusing on psychological wellbeing is especially significant in diverse groups. Else, you are expecting individuals from the non-dominant group to bounce in without a security net.
In diverse groups, it is accepted that work styles and norms are shared however in reality they favor the dominant group. Appealing to what is “shared” or “normal” reduces the contributions of employees from different backgrounds. It’s most likely a well-intentioned endeavor to create comfort. However, while stressing what everybody shares for all can be an endeavor to cause everybody to feel more secure, for minority individuals it normally backfires.
It is the team leader’s role to create psychological safety
It is the team leader’s job to focus on the safety of team members and to make the conditions that limit identity threat, giving security. This must be done effectively, not assumed. A set of agreed and shared standard procedures that is effectively promoted, talked about and used for accountability, goes far.
Combined with this is the declaration of “diversity perspective”. This is the explicit affirmation that diversity makes a positive contribution, that people’s center personalities shape life experience and have relevance for work. A diversity point of view invites diversity, considering it to be a continuing component that prompts the surfacing of new thoughts. The leader names and depends on diversity in the group to add to group working and execution, and advocates its significance to the group work.
The more prominent the mental security made in the group, the more likely diverse individuals are to feel congruent and to feel identity safety– “I am seen by other team members similarly that I see myself. Furthermore, I can freely communicate the things that I value about myself, that I hold fundamental to who I am”. The more noteworthy the individual congruence, the more noteworthy the individual disclosure, the more noteworthy the group effectiveness.