Fear Is the Real Enemy of Agility
Explores how fear hinders true agility in teams, emphasising the need to foster courage and trust for effective Agile, Scrum, and DevOps practices and …
The foundation for innovation and high-performing teams.
Psychological safety is the shared belief that a team is safe for interpersonal risk-taking. It allows team members to express their thoughts, ask questions, and admit mistakes without fear of negative consequences. This environment fosters open communication, enabling teams to collaborate effectively and innovate continuously. When individuals feel psychologically safe, they are more likely to contribute ideas, challenge the status quo, and engage in constructive feedback, all of which are essential for delivering value predictably and sustainably.
This concept is crucial for high-performing teams, as it directly impacts their ability to adapt and respond to challenges. By cultivating psychological safety, organisations can enhance employee engagement and retention, leading to improved performance and resilience. It supports a culture of learning, where experimentation is encouraged, and failures are viewed as opportunities for growth rather than setbacks. This long-term, systemic approach not only drives innovation but also aligns with agile principles, ensuring that teams can navigate complexity and uncertainty effectively. Ultimately, psychological safety is a foundational element that empowers teams to thrive in dynamic environments, fostering a culture of trust and collaboration that is essential for success in modern product development.
Explores how fear hinders true agility in teams, emphasising the need to foster courage and trust for effective Agile, Scrum, and DevOps practices and …
Explains how true quality improvement needs both tools and a culture of safety, using Toyota’s andon cord as a lesson for Agile and Scrum adoption in …
Explores why focusing on value delivery and psychological safety leads to better Agile team outcomes than fixating on estimates, output metrics, or …
The art of unlocking potential in teams and leaders through guidance rather than directives.
Explains the risks of using say-do metrics in Agile, highlighting how they encourage vanity metrics, harm psychological safety, and shift focus from …
Explores how blame and intolerance for mistakes harm Agile teams, and offers strategies to replace blame with accountability, learning, and a safer …
Explores how patience and trust foster effective Agile teams, support learning from failure, prevent blame culture, and enable innovation through …
Explores the risks of unspoken issues in Agile teams, detailing how silence harms communication, trust, and value delivery, and offers strategies to …
Explores how empathy, trust, and respect strengthen agile teams, improve collaboration, reduce bias, and foster continuous improvement in …
We partner with businesses across diverse industries, including finance, insurance, healthcare, pharmaceuticals, technology, engineering, transportation, hospitality, entertainment, legal, government, and military sectors.
Bistech
Jack Links
Qualco
Freadom
YearUp.org
Trayport
Deliotte
NIT A/S
Capita Secure Information Solutions Ltd
Slaughter and May
Boxit Document Solutions
Boeing
New Signature
Alignment Healthcare
CR2
Graham & Brown
Microsoft
Teleplan
Royal Air Force
Washington Department of Transport
Department of Work and Pensions (UK)
Washington Department of Enterprise Services
Nottingham County Council
New Hampshire Supreme Court
Epic Games
YearUp.org
Alignment Healthcare
Boeing
Lockheed Martin
Freadom