Jonathan Orr on Fostering Psychological Safety Across Cultures

In a recent talk, Jonathan Orr from Values Based Leadership UK discussed the essential role of psychological safety in workplaces and its impact across various cultural contexts, particularly in Western societies and Latin America. Orr explained that psychological safety—a state in which individuals feel safe to express themselves without fear of negative repercussions—is fundamental to creating healthy organisations that promote innovation, collaboration, and well-being.

Understanding Psychological Safety

Psychological safety, defined by Harvard Business School’s Amy Edmondson, is a shared belief that a team environment is safe for interpersonal risk-taking. Orr explained that this belief fosters openness, inclusivity, and respect for diverse perspectives, regardless of roles or seniority. In many Western societies, where individualism and competitiveness are deeply ingrained, Orr noted that creating psychological safety is both challenging and increasingly essential.

The Importance of Psychological Safety in Western Contexts

Orr highlighted three key areas where psychological safety is particularly transformative:

1. Innovation and Productivity: Psychological safety directly supports innovation. Orr referenced companies like Google that use psychological safety to encourage employees to share creative ideas, improving both productivity and performance. By removing fear of judgement, organisations foster both individual and collective growth.
2. Mental Health and Well-being: Beyond productivity, psychological safety has a profound effect on mental health. In cultures where failure is stigmatised, people may feel pressured to hide their vulnerabilities, leading to anxiety, depression, and self-doubt. Orr observed that safe environments where people can ask for help foster healthier workplaces and societies.
3. Social Cohesion and Trust: Orr argued that psychological safety is crucial for social cohesion and civic engagement. It builds trust in institutions, promotes open dialogue, and encourages people to bridge divides. Without it, social fragmentation can increase, as individuals may isolate within echo chambers.

Challenges in Creating Psychological Safety

Orr acknowledged several factors that make fostering psychological safety difficult in Western societies:

1. Cultural Norms: The emphasis on self-reliance and individualism in Western cultures can deter people from seeking help, leading to a competitive rather than collaborative mindset.
2. Power Dynamics: Power imbalances in workplaces and society can inhibit openness, especially for those from marginalised backgrounds. Formal and informal hierarchies can make it challenging for people to speak freely, particularly when they fear retribution.
3. Fear of Failure: Fear of failure, deeply rooted in many Western cultures, can stifle risk-taking and innovation. This cultural trait discourages people from speaking up or attempting new approaches.

Strategies for Enhancing Psychological Safety

Despite these challenges, Orr outlined several practical strategies to foster psychological safety:

1. Encourage Open Communication: Promoting dialogue and valuing all voices are fundamental. Leaders can play a vital role by modelling vulnerability and openly admitting their own mistakes.
2. Celebrate Failure as Learning: By reframing failure as a learning process, organisations reduce its associated stigma. Normalising failure alleviates the fear that often holds people back.
3. Build Inclusive Environments: Embracing diverse perspectives not only enhances psychological safety but improves decision-making and innovation. Orr stressed the importance of creating an environment where everyone feels welcome and respected.
4. Cultivate Empathy and Compassion: When empathy is valued, people feel understood and supported, encouraging the kind of risk-taking that promotes personal and organisational growth.

 Comparison of Psychological Safety cultures in The West.

In his global analysis, Orr compared how psychological safety is experienced across a range of cultures, noting both similarities and unique challenges:

• UK and USA: While both nations value psychological safety, their approaches differ. UK workplaces tend towards reserved communication, whereas US workplaces often operate in highly competitive environments, making psychological safety both valued and challenging.
• France and Germany: The hierarchical structures in these countries can restrict psychological safety, though Germany’s emphasis on fairness serves as a moderating factor that can support open dialogue.
• Russia: Levels of psychological safety tend to be lower due to strict hierarchies and fear of reprisal, making open communication especially difficult.
• Italy: Experiences are mixed, with psychological safety often depending on strong personal relationships.
• Brazil and Mexico: In both countries, a high regard for hierarchy and conflict avoidance presents unique challenges for psychological safety. In Brazil, interpersonal warmth and relationship-building support psychological safety, but hierarchical structures may limit open dialogue, especially with superiors. Mexico shares Brazil’s respect for authority and collectivist values, fostering close in-group relationships that encourage communication within teams. However, hierarchical structures can create barriers to open feedback across levels of management.

In summarising, Orr highlighted how Brazil and Mexico exemplify the influence of cultural values—such as respect for hierarchy and preference for harmony—on the dynamics of psychological safety, where teams may feel safe internally but experience challenges in broader organisational interactions.

Conclusion

Orr concluded by emphasising that while psychological safety is a global priority, its implementation requires cultural awareness and adaptive strategies that prioritise inclusion, empathy, and open communication. These factors, Orr argued, are essential not only for individual well-being but for fostering resilient, healthy organisations and societies.

Jonathan is a seasoned professional with a wealth of experience in the manufacturing energy and engineering sectors. His career has seen him working with a number of prominent global organisations across diverse leadership roles. In recent years, Jonathan has harnessed his exceptional management skills to offer comprehensive growth and leadership consultancy services to a range of private equity backed firms and start up manufacturing companies.

Cultural Talk for Diversity & Inclusion is a virtual event held every two months, featuring invited speakers from diverse countries and backgrounds.

For further questions or inquiries about this event, please contact the organizer, Jane Jihye Kim, at janekimjh@naver.com.

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