 |
The faster we all face our demons and correct ourselves, the better off the business will be. But that can only happen in an environment of safety and trust.
|
090 |
 |
…nail it before you scale it. Enable safe-to-learn experiments that are within your risk appetite.
|
080 |
 |
In order to increase agility, in order to optimize for the fast flow of safe value, work and the system of work needs to be descaled.
|
086 |
 |
…psychological safety is the number one determinant of high-performing teams.
|
107 |
 |
Autonomy, empowerment, and psychological safety increase intrinsic motivation and engagement as people bring their brains to work.
|
107 |
 |
People should be encouraged and inspired to challenge the status quo is a safe-to-fail environment without fear of reprisal.
|
128 |
 |
The more effective teams exhibit more psychological safety. Rather than concealing fear and blame, there is openness, dialogue, and inquiry.
|
142 |
 |
…what factors lead to high-performing teams[?] The research found that the number on factor is psychological safety.
|
152 |
 |
…focus on and optimize for the fast flow of safe value end to end with long-lived value streams, long-lived products, long-lived teams, and funding the flow of value.
|
178 |
 |
…in order to optimize for the fast flow of safe value end-to-end, have multidisciplinary long-lived teams on long-lived products on long-lived value streams.
|
192 |
