— How to Transform a Fear-Based Hierarchy into a Culture of Openness
- Introduction: Why I Want to “Break the System”
- What Is Psychological Safety?
- The Four Key Factors of Psychological Safety (Especially in Japan)
- The Role of Psychological Flexibility
- The Behavioral Formula: Trigger → Action → Reward
- Practical Examples for Each Behavior Pattern
- Making It a Part of Your Organizational Culture
- Using IT Tools to Support Psychological Safety
- Assessment and Visualization Tools
- Conclusion: Start with Your Own Actions
- Final Thoughts
- References
Introduction: Why I Want to “Break the System”
Working in the medical field, I often witness silent intimidation and hierarchical power dynamics that prevent open communication. Harassment-like behavior—often unintentional—can cause team members to become hesitant, making it difficult to voice concerns or ask questions. In such an environment, the safety of patients is compromised.
I don’t aim to destroy organizations for the sake of destruction. Rather, I want to perform “surgery” on the cancerous parts of dysfunctional systems and reconstruct them into healthier, safer workplaces—ones built on psychological safety.
What Is Psychological Safety?
Psychological safety is a concept proposed by Dr. Amy C. Edmondson of Harvard Business School. It refers to a shared belief within a team that interpersonal risk-taking—such as speaking up or asking questions—is safe.
A psychologically safe team leads to:
- Better performance and collaboration
- Increased innovation and creativity
- Higher job satisfaction and lower turnover
- Inclusion and diversity
- Mentally healthier teams
The Four Key Factors of Psychological Safety (Especially in Japan)
In Japanese work culture, psychological safety is supported by the following four elements:
- Ease of Speaking Up
- Mutual Support
- Encouragement to Challenge
- Welcoming Novelty
Let’s explore each with specific actions.
Ease of Speaking Up
- Leaders should proactively welcome questions and conversations
- Create space for small talk or informal chats
- Acknowledge reports with gratitude: “Thanks for telling me”
Mutual Support
- Ask, “Is there anything I can help you with?”
- Instead of blaming mistakes, reflect on processes and offer help
- Emphasize team achievements over individual wins
Encouragement to Challenge
- Welcome new proposals and ideas
- Help members gain confidence through small successes
- Treat failures as learning opportunities
Welcoming Novelty
- Accept individuality and diverse perspectives
- Assign tasks based on strengths, not roles
- Challenge stereotypes, focus on substance
The Role of Psychological Flexibility
To foster psychological safety, we must first cultivate psychological flexibility—the ability to adjust one’s behavior and mindset depending on the context. This includes:
- Accepting what cannot be changed (even negative emotions)
- Taking action where we can influence change
- Mindfully distinguishing between the two
For example, instead of criticizing a vague report from a junior staff member, pause and think: “What message or context might they be trying to convey?”
The Behavioral Formula: Trigger → Action → Reward
This book introduces a behavior-shaping framework: Trigger → Action → Reward
- Trigger: Prompts like a question or invitation
- Action: Actual behavior (e.g., reporting, speaking up)
- Reward: Recognition or gratitude that reinforces the behavior
For example:
Even if a report is brief, first say “Thanks for reporting.” Then, gently discuss how it could be improved. This helps build a habit of speaking up.
Practical Examples for Each Behavior Pattern
Here’s how to design triggers, actions, and rewards for each of the four pillars:
Encouraging Speaking Up
- Trigger: “What ideas do you have to improve this?”
- Action: Staff shares ideas
- Reward: “Thanks! That perspective helps.”
Promoting Support
- Trigger: “Let me know if anything’s troubling you.”
- Action: Staff seeks help
- Reward: “Thanks for reaching out. Let’s solve it together.”
Encouraging Challenges
- Trigger: “How would you approach this issue?”
- Action: Staff proposes a new solution
- Reward: “Thank you for the challenge. The effort matters most.”
Welcoming Novelty
- Trigger: “What’s your strength? What do you see differently?”
- Action: Staff expresses individuality
- Reward: “That’s a fresh take—we should use it!”
Making It a Part of Your Organizational Culture
Psychological safety must become part of your culture, not just a temporary initiative.
- Clarify evaluation standards and explain their purpose
- Reinforce good behavior with words, like “Your comment really helped the team.”
- Share success stories and learning points across teams
Using IT Tools to Support Psychological Safety
Digital tools can help lower communication barriers:
- Slack / Microsoft Teams: For casual chats and quick check-ins
- Trello / Asana: Task visibility promotes easier collaboration
- Google Docs / Notion: Everyone can access and edit shared knowledge
Assessment and Visualization Tools
Consider using a psychological safety assessment tool (e.g., Attuned) to visualize your current state and identify improvement areas.
- Simple 42-question survey
- Team-wide comparisons and insights
- Many offer free trial plans
Conclusion: Start with Your Own Actions
Psychological safety isn’t just the leader’s job. Every team member influences the culture. Start with simple actions:
- Say “thank you” for any report or update
- Gently draw out others’ ideas and thinking
- Acknowledge even “off-the-mark” suggestions: “That’s an interesting angle”
- When someone shares a mistake: “Thanks for telling me. Let’s fix it together.”
Final Thoughts
Psychological safety isn’t about comfort or indulgence—it’s about constructive dialogue, healthy tension, and mutual trust. Especially in healthcare, where lives are on the line, fostering this environment is a professional responsibility.
Words of appreciation, open-ended questions, and mindful reactions may seem small—but over time, they reshape organizational culture.
References
- The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth
By Amy C. Edmondson
Professor at Harvard Business School. An expert in leadership and organizational learning.
Published in Japan by Eiji Press, Tokyo.
Translated by Tomoko Nozu, professional translator.
- How to Build Psychological Safety (Shinriteki Anzen-sei no Tsukurikata)
By Ryosuke Ishii
CEO of ZENTech Inc.
Researcher at the Keio University Graduate School of System Design and Management.
Published by Japan Management Association Management Center (JMA Management Center).
Winner of the 2021 HR Award for Excellence in the Book Category.
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