Hello all!
I've listened to a book summary, entitled, 'The Fearless Organization' by Amy C. Edmonson, 2019. I repeated it several times and so I feel this is worth sharing ka.
The title of the book attracted my attention because I tend to enjoy reading more about 'fear' and it could be because personally, I think I'm not a brave person who gets scared of many things easily and it could double looking into our unknown future ka.
The start of the summary was self explanatory, mentioning about a young nurse who had been through some training to take care of premature babies. Even with worries about the risk that could happen to the twins, she decided not to bring the issue up to the doctor. This was because the week earlier, she overheard this doctor belittle a nurse who gave him suggestions. Good thing nothing happened to the babies but there could be other situations in all sectors that could cause damage or deaths.
This book leads the readers to see how important it is for leaders to engage their employees by making sure that the environment is 'psychologically safe' for all to feel safe to express their views or voice their concerns without feeling scared of not getting accepted. Even when their suggestions aren't taken up, a simple 'thank you' is encouraging for more positive offers to come.
The author mentioned about the Volkswagen scandal which seemed to become the world's largest automobile company for its sales to the US ..... only to be found several years later that the way it worked to pass the strict emission tests of the Environmental Protection Agency of the US was a hoax. One reason behind it was that the CEO ruled the company by fear to the extent that no one said nor reported anything when some may have spotted that something was wrong with the system. This allowed a group of over 40 people who was involved to change the coding of the software to produce and sell many more cars to reach the target set by their CEO.
When I heard this story, these terms popped up were, 'unrealistic projections (proper involvement and ownership of employees needed), integrity of senior leaders' team (good governance), fear of losing jobs or targets (insecure workplace); quick fall from decades of world-known reputation (money-ruled world), Not-my-business to report (no shared values/ownership)'.
Another story cited was about the 'Toy Story' team who honored 'candor' as the most important when they gave comments by being honest; sharing views about the program, not person; offering suggestions, not prescription; and trying to give the best what they think instead of finding faults with what they've seen.
Lots of implications can be discussed from the three stories mentioned above especially when linking them with our Thai culture of giving far too importance to seniority and authority most of the time. Our senior leaders need to have more 'humility', which is pointed out as 'admitting to employees that they don't know' to open a psychologically safe zone' to engage employees to share their thoughts, continue learning about uncertainties to keep up with the changes, and to team up for innovation through diversity of views and suggestions.
With much less fear, collective synergy to cope with the VUCA world will be more significant and forceful ka.
keywords I get from this book summary are, 'psychological safety, humility, and candor' ka.
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