Health, climate and geopolitical crises have never been so present and complex. This accentuates the “volatile, uncertain, complex and ambiguous” dimension of our environment.
In this context, companies are subject to a double challenge. Adaptability and agility on the one hand, to have a rapid reaction capacity in the face of events whose nature and scale are unpredictable. And, on the other hand, the obligation to deal with the complexity of situations whose parameters are intertwined.
The first dimension consists of lowering the level of decisions and encouraging initiative taking. The second requires appealing to collective intelligence. These two springs can only be implemented under various conditions.
One of them is to provide a high level of psychological safety to employees by activating several levers.
Progress instead of punishment
First, you need a culture that promotes collaboration between players and quality interpersonal relationships; so that everyone feels that they have the support of others. So, corporate culture should encourage diversity as well as the expression of contradiction. Finally, the management method must continually concern itself with supporting employees.
Managers therefore develop a relationship with error based on progression rather than punishment and do not use fear as a driver of performance. They are particularly careful never to give the impression of arbitrarily deciding. In short, all this allows everyone to dare to take risks, to undertake, to expose themselves to help find solutions to the new problems that arise.
the desire to dare
The more the insecurity of the world increases and becomes distressing, the more the company must work to provide teams with this feeling of great psychological security. However, employees may feel some pressure.
But this pressure must be more intrinsic than extrinsic. It must come from the individual himself and not from his management, because this is what opens the door to taking the initiative.
The goal of management is no longer just to set goals and monitor their implementation, it must also ensure that the company’s stakeholders take ownership of the issues, understand their role, and feel the desire and need to succeed. So dare.
The company can and must become a place of security, a place that gives confidence to its actors in the face of the challenges of their environment. It is in these conditions that they will be able to invent, flourish and feel useful.