The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation

Front Cover
Berrett-Koehler Publishers, Mar 3, 2020 - Business & Economics - 192 pages
0 Reviews
Reviews aren't verified, but Google checks for and removes fake content when it's identified
This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas.

Perhaps the leader's most challenging task is to increase intellectual friction while decreasing social friction. When this doesn't happen and it becomes emotionally expensive to say what you truly think and feel, that lack of psychological safety triggers the self-censoring instinct, shuts down learning, and blocks collaboration and creativity. Timothy R. Clark, a former CEO, Oxford-trained social scientist, and organizational consultant, provides a research-based framework to help leaders transform their organizations into sanctuaries of inclusion and incubators of innovation.

When leaders cultivate psychological safety, teams and organizations progress through four successive stages. Bridging Differences for Better Mentoringhoughtful and pragmatic guide demonstrates that if you banish fear, install true performance-based accountability, and create a nurturing environment that allows people to be vulnerable as they learn and grow, they will perform beyond your expectations.

What people are saying - Write a review

We haven't found any reviews in the usual places.


Inclusion Safety
Conclusion Avoiding Paternalism and Exploitation

Other editions - View all

Common terms and phrases

About the author (2020)

Timothy R. Clark is founder and CEO of LeaderFactor, a consulting and training organization that focuses on leadership, change management, engagement, and strategic agility. After earning a triple degree and first-team Academic All-America honors as a football player at Brigham Young University, Clark spent time in industry and then went back to school with a plan to teach. He completed a doctorate from Oxford University and was a Fulbright and British Research scholar. After serving as vice president and plant manager for a steel mill, he then became CEO of two consulting and training organizations for several years. He advises, coaches, and speaks to leaders and organizations in industry, government, health care, education, and nonprofit sectors.

Bibliographic information