| Event Profile | |
| Class/ Online | Classroom |
| Date | February 03 - 04, 2025 |
| Time | 9:00am to 5:00pm |
| Venue | Hotel Grand Pacific Singapore 101 Victoria Street Singapore 188018 |
| Fee | 9% GST will apply SGD 1100.003 & above: SGD1060.00 each For Member SGD 1045 3 & above: SGD1007 each |
| Note | Two tea breaks and buffet lunch will be served. Limited complimentary car parking coupons are available upon request. |
| Trainer | |
| Activity | |
| You may reach us via T: 6204 6214 E: info@ccisg.com Alternatively, you may send below details to register Contact Person Company (optional), Name, Job Title, Mailing Address, Tel, Email Participant(s) Name, Job Title, Email | |
“Psychological Safety isn’t about being nice. It’s about giving candid feedback and openly sharing about our mistakes with the intent to learn from each other.” Prof Amy Edmondson, Harvard Business School
Being safe is a fundamental need for every individual and this includes feeling safe and being safe in our workplaces and working teams. According to Harvard Business School Prof Amy Edmondson, “Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes."
When a team has a low level of psychological safety, the team members do not feel safe in a team setting. They are likely to keep the ideas and questions to themselves and avoid speaking up and share about their concerns and risks. Furthermore, if the mistakes are held against the team member(s), there will be a fear to make mistakes and this hinders learning, continuous improvement, innovation and thus, damper the team’s productivity and performance.
However, when a team has a high level of psychological safety, the team members are safe to ask questions, contribute their ideas, share their concerns, work challenges and learn from the mistakes. When a team leader foster an environment and practices for team psychological safety, it enables the team to be creative, innovative and collaborative. This is extremely crucial especially when overcoming the rapid, complex and increasing challenges that the organisation and teams are facing during this covid pandemic situation.
Team’s Psychological Safety is the gateway for team’s performance and team’s success.
This insight is the result of almost 30 years of research by Prof Amy Edmondson. Her results have supported by an extensive two-year research program known as “Project Aristotle” which had involved 15,000 employees in Google.
As we lead teams in a complex and challenging covid pandemic environment, how can we cultivate psychological safety within our teams so that they can be engaged, productive, performing and innovative at work?
How can the individual team members from the diverse background, personality and age group feel inclusive and has a sense of belonging, being respected and valued in the team?
How can the team members feel connected to each other and are willing to help each other despite they are working in the virtual environment?
What is the attitude of the team towards risk and failure in terms of trying, learning and innovating? How can we encourage them to learn and develop themselves as a team?
What are the challenging issues that are important to the team that we should talk about in the form of open and candid conversations especially in the area of mental and emotional well-being?
Prework
1. Complete a Psychological Safety Index (PSI), a measuring tool by Amy Edmondson to measure one’s personal level of psychological safety in your team
Each team member will receive their personal report based on their respective teams in the particular school context. The personal report includes one’s Team Psychological Safety Index (PSI) results and the results of the four components of the Team Psychological Safety.
Certification
Jasmine Liew, is the first in Asia and only Singapore practitioner to be certified in Team Psychological Safety, under The Fearless Organization, by Prof Amy Edmondson.
Being safe is a fundamental need for every individual and this includes feeling safe and being safe in our workplaces and working teams. According to Harvard Business School Prof Amy Edmondson, “Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes."
When a team has a low level of psychological safety, the team members do not feel safe in a team setting. They are likely to keep the ideas and questions to themselves and avoid speaking up and share about their concerns and risks. Furthermore, if the mistakes are held against the team member(s), there will be a fear to make mistakes and this hinders learning, continuous improvement, innovation and thus, damper the team’s productivity and performance.
However, when a team has a high level of psychological safety, the team members are safe to ask questions, contribute their ideas, share their concerns, work challenges and learn from the mistakes. When a team leader foster an environment and practices for team psychological safety, it enables the team to be creative, innovative and collaborative. This is extremely crucial especially when overcoming the rapid, complex and increasing challenges that the organisation and teams are facing during this covid pandemic situation.
Team’s Psychological Safety is the gateway for team’s performance and team’s success.
This insight is the result of almost 30 years of research by Prof Amy Edmondson. Her results have supported by an extensive two-year research program known as “Project Aristotle” which had involved 15,000 employees in Google.
As we lead teams in a complex and challenging covid pandemic environment, how can we cultivate psychological safety within our teams so that they can be engaged, productive, performing and innovative at work?
How can the individual team members from the diverse background, personality and age group feel inclusive and has a sense of belonging, being respected and valued in the team?
How can the team members feel connected to each other and are willing to help each other despite they are working in the virtual environment?
What is the attitude of the team towards risk and failure in terms of trying, learning and innovating? How can we encourage them to learn and develop themselves as a team?
What are the challenging issues that are important to the team that we should talk about in the form of open and candid conversations especially in the area of mental and emotional well-being?
Prework
1. Complete a Psychological Safety Index (PSI), a measuring tool by Amy Edmondson to measure one’s personal level of psychological safety in your team
Each team member will receive their personal report based on their respective teams in the particular school context. The personal report includes one’s Team Psychological Safety Index (PSI) results and the results of the four components of the Team Psychological Safety.
Certification
Jasmine Liew, is the first in Asia and only Singapore practitioner to be certified in Team Psychological Safety, under The Fearless Organization, by Prof Amy Edmondson.
Objective
- Understand the importance and benefits of Team Psychological Safety for the individual team members, the teams and also, for the school as an “organisation”.
- Based on the Team Psychological Safety results, identify the strengths and areas for improvement in the 4 components of Team Psychological Safety - Diversity and Inclusion, Willingness to Help, Attitude Towards Risk and Failure and Open Conversations
- Create and or, strengthen a Team Psychological Safety culture where it is “safe” to express ideas, ask questions, share concerns, challenges and mistakes for learning and growth mindset purpose
- Identify ways to improve the team’s performance in terms of:
- Valuing and leveraging on the diversity of strengths in a diverse team
- Enhancing the diversity and inclusion of the team members so as to build positive
- interpersonal working relationship in the team Engaging the team members in terms of effective conversations through open and quality conversations
Outline
Overall outline
Purpose and Importance of Team Psychological Safety
Based on the Team Psychological Safety Index survey results, identify the strengths and areas for improvement for each of the four components of Team Psychological Safety:
1) Diversity and Inclusion
2) Willingness to Help (Teaming)
3) Attitude Towards Risk and Failure
4) Open Conversation
Purpose and Importance of Team Psychological Safety
- Understand the importance and benefits of Team Psychological Safety for the individual team members, the teams and the school as an “organisation”
- Importance of Team Psychological Safety for Team Effectiveness and Team Performance in terms of mental and emotional well-being, collaboration, productivity and innovation
- Distinguish what is and what is not Team Psychological Safety
Based on the Team Psychological Safety Index survey results, identify the strengths and areas for improvement for each of the four components of Team Psychological Safety:
1) Diversity and Inclusion
- When team members feel valued and respected for their strengths and contributions that they can bring to the team, they are more inclined to speak up, contribute and add to the group.
- Identify how we can enhance the diversity and inclusion in the team by encouraging team members to share and speak up
- Discover, value and leverage on the team members’ diverse strengths, perspectives and contributions so as to build a sense of belonging and pride in the team
- Enhance the collective wisdom, strengths and experiences to build a collaborative and high performing team
2) Willingness to Help (Teaming)
- Teams become safe when people are able to help to each other or feel appreciated by team members.
- Identify how each team member can be a giver and receiver in terms of Willingness to Help in the team context and how the team members can overcome the current and future challenges face by a team member
3) Attitude Towards Risk and Failure
- Teams that hold mistakes against each other risk a lack of control and forward momentum
- Learn to reframe failures into quality failures
- Share our mistakes and concerns from a learning, development and continuous improvement
- Practice Fixed Mindset versus Growth Mindset in terms of learning as a team and meeting the performance goals and outcomes
4) Open Conversation
- A team that has open and candid conversations is able to manage difficult conversations and work on challenges and problems together as a team effectively
- Identify the reasons that stop us from taking interpersonal risk to share important issues/problem candidly
- Practice how to start an Open Conversation and Participation so as to enhance quality conversations
- Practice inquiry through effective questioning and listening techniques
Methodology
- Research-based and skill-based concepts and techniques
- Practical usage to ensure immediate transfer of knowledge and skills through contextualisation and customization of contents and materials with regards to the organisation culture, vision, mission and core values
- Debriefs to crystallise learning with realism and practical application based on the organisation’s context, workplace and team situations
- Interactive and experiential activities which include virtual collaborative tools to facilitate ideas generation, group discussion and action planning
- Generate a facilitated and purposeful conversation about the team and have actional outcomes based on the scores of the overall Team Psychological Safety Index score and each of the four components of the Team Psychological Safety
- Action Plan by every participant on how will they implement/apply
Testimonial
Knowledge of Team Psychological Safety and how I can work better with the existing team.
I learn and understand more on Psychological Safety in the Workplace and how I can be more innovative and grow in my workplace.
Helps to understand the team’s state of psychological safety better and gives a space for open conversations
Understanding and to know more about what can be done
Gave us an opportunity to discuss issues as a team
Opportunity to start conversation on issues related to psychological safety for the team
good trigger for in-depth conversation among team members
It covers real issues about what we are facing at workplace
it's something that we would never find time to talk about. it was insightful and meaningful.
Greatly appreciated the facilitator's enthusiasm and providing time for the team to discuss further.
Facilitator very friendly
Jasmine was helpful to share examples and real-life work experience which we can relate
Thanks a lot for holding the workshop!! A great chance for learning the communication techniques and feelings of others.
Thank you, Jasmine, for guiding us through this workshop, very helpful and though invoking
I learn and understand more on Psychological Safety in the Workplace and how I can be more innovative and grow in my workplace.
Helps to understand the team’s state of psychological safety better and gives a space for open conversations
Understanding and to know more about what can be done
Gave us an opportunity to discuss issues as a team
Opportunity to start conversation on issues related to psychological safety for the team
good trigger for in-depth conversation among team members
It covers real issues about what we are facing at workplace
it's something that we would never find time to talk about. it was insightful and meaningful.
Greatly appreciated the facilitator's enthusiasm and providing time for the team to discuss further.
Facilitator very friendly
Jasmine was helpful to share examples and real-life work experience which we can relate
Thanks a lot for holding the workshop!! A great chance for learning the communication techniques and feelings of others.
Thank you, Jasmine, for guiding us through this workshop, very helpful and though invoking
Jasmine Liew's Profile
Ms Jasmine Liew has been in Human Resource for more than 20 years, specializing in Organisation Development, Change Management, Employee Engagement and Action Learning. Her span of regional training experience encompasses the Singapore Civil Service, MNCs and the Private Sector. Jasmine graduated with a Masters in Education & HR Development, The George Washington University, a Graduate Diploma in Human Resource Management, Singapore Institute of Management and a Bachelor of Arts (Economics & Political Science), The National University of Singapore.
-Doctor of Business Administration Candidate, The University of Canberra
-Alumnus of Harvard University Law School, Executive Education (Negotiation and Leadership)
-Recipient of Singapore Ministry of Manpower Skill Future Study Award, Institute for Human Resource Professionals
-Training Leader of the Year Award 2017, Asia’s Training & Development Excellence Award
-Asia Premiere Partner- The Five Languages of Appreciation in the Workplace ™
-Prosci Change Management Practitioner (Global Leader in Change Management Solutions)
-Premiere Partner- MasterCoach Enterprise Coaching Program & MasterCoach App™
-Associate Certified Coach, International Coaching Federation (ICF)
-Certified Action Learning Coach, World Institute of Action Learning
-Global Career Development Facilitator (GCDF®), National Career Development Association (NCDA), USA
-Certified in DISC and Workplace Big Five Profiling
-Certified Emotional Intelligence Trainer, Mind Resources
- The first in Asia and only Singapore practitioner to be certified in Team Psychological Safety, under The Fearless Organization, by Prof Amy Edmondson.
- The first in Asia and only Singapore Neuro-science practitioner in Psychological Safety under The Academy of Brain-Based Leadership.
-Member of the International Association of Facilitators (IAF)
-Advanced Certificate in Training and Assessment (ACTA)
Jasmine has been a Change Management Practitioner in several industries driving Organisation culture and development, merger and acquisition and forming of a new organisation. She had been involved in the planning and implementation of diverse change management interventions arising from organisation restructuring, merger, change of reporting lines, job redesign, advent of new products and services and inculcating a new organisation culture. She has also worked with multiple stakeholders who are involved and affected by the change by managing the heart ware and people side of change management beyond the systems, structure and process of change management.
She has also worked with multiple stakeholders who are involved and impacted by the change by managing the heart ware and people side of change management beyond the systems, structure and process of change management in Alexandra Hospital, Panasonic, Dairy Farm and PSA (Port of Singapore Authority).
-Doctor of Business Administration Candidate, The University of Canberra
-Alumnus of Harvard University Law School, Executive Education (Negotiation and Leadership)
-Recipient of Singapore Ministry of Manpower Skill Future Study Award, Institute for Human Resource Professionals
-Training Leader of the Year Award 2017, Asia’s Training & Development Excellence Award
-Asia Premiere Partner- The Five Languages of Appreciation in the Workplace ™
-Prosci Change Management Practitioner (Global Leader in Change Management Solutions)
-Premiere Partner- MasterCoach Enterprise Coaching Program & MasterCoach App™
-Associate Certified Coach, International Coaching Federation (ICF)
-Certified Action Learning Coach, World Institute of Action Learning
-Global Career Development Facilitator (GCDF®), National Career Development Association (NCDA), USA
-Certified in DISC and Workplace Big Five Profiling
-Certified Emotional Intelligence Trainer, Mind Resources
- The first in Asia and only Singapore practitioner to be certified in Team Psychological Safety, under The Fearless Organization, by Prof Amy Edmondson.
- The first in Asia and only Singapore Neuro-science practitioner in Psychological Safety under The Academy of Brain-Based Leadership.
-Member of the International Association of Facilitators (IAF)
-Advanced Certificate in Training and Assessment (ACTA)
Jasmine has been a Change Management Practitioner in several industries driving Organisation culture and development, merger and acquisition and forming of a new organisation. She had been involved in the planning and implementation of diverse change management interventions arising from organisation restructuring, merger, change of reporting lines, job redesign, advent of new products and services and inculcating a new organisation culture. She has also worked with multiple stakeholders who are involved and affected by the change by managing the heart ware and people side of change management beyond the systems, structure and process of change management.
She has also worked with multiple stakeholders who are involved and impacted by the change by managing the heart ware and people side of change management beyond the systems, structure and process of change management in Alexandra Hospital, Panasonic, Dairy Farm and PSA (Port of Singapore Authority).
