Psychological Safety, Trust, and Learning in Organizations: A Group-level Lens
Distinguishes psychological safety from trust and examines how both enable team learning. Proposes PS as a moderator between learning goals and learning behaviour, and presents a group-level model drawing on field studies in healthcare, product development, and management teams.
Save this paper to a bibliography, keep notes on it, and export citations. Create a free account →
Neighbours (19)
- Psychological Safety and Learning Behavior in Work Teams
- Crew Resource Mgmt
- Deliberate Learning to Improve Performance in Dynamic Service Settings: Evidence from Hospital Intensive Care Units
- Disrupted Routines: Team Learning and New Technology Implementation in Hospitals
- Independent Review on the Care Given to Mrs Elaine Bromiley
- Leadership Behavior and Employee Voice: Is the Door Really Open?
- Managing the Risk of Learning: Psychological Safety in Work Teams
- The Criminalization of Human Error in Aviation and Healthcare: A Review
- Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change
- Just Culture
- Making it Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams
- Reducing Power Gradients
- Silence That May Kill: When Aircrew Members Don't Speak Up and Why
- Status Characteristics and Social Interaction
- Watermelon Effect
- Civility Saves Lives
- Shared Leadership in Multiteam Systems: How Cockpit and Cabin Crews Lead Each Other to Safety
- Information Sharing and Decision-Making in Multidisciplinary Crisis Management Teams
- Safety amid the Scalpels: Creating Psychological Safety in the Operating Room