When social hazards loom big in the instant, human beings often fail to act within their own or in their organization's best interest. When doubt clouds peoples' probationary ideas and views - views that will be at odds with those of others' - they often take the path of 'decreased interpersonal resistance' to avoid confrontation and conflict. Either way, the silence, together with the incomplete ideas that lie behind it, inhibits team learning in organizations that depend upon such learning for their ongoing viability.
In nearly every organization, consequently, failed cooperation happens countless times through the day, generally without much conscious focus. These tendencies are exacerbated by diversity of three particular types. The authors clarify how 'psychological security' can empower team diversity to be better and leveraged, enabling a team to reap the advantages associated with varied sets of abilities, experience, knowledge and qualifications in ways that wouldn't be possible if team members were reluctant to take the dangers related to speaking up.
PUBLICATION DATE: September 01, 2009 PRODUCT #: ROT093-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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