They discuss the difference between the popular and the academic definitions of psychological safety; how psychological safety is measured; the correlation between psychological safety and job performance; why an above-average sense of psychological safety might damage performance; and the importance of accountability and compliance when building a psychologically-safe workplace.
Link to the Harvard Business Review article: Can Workplaces Have Too Much Psychological Safety?
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Dr. Peter Cappelli
Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton’s Center for Human Resources. He is also a Research Associate at the National Bureau of Economic Research in Cambridge, MA, served as Senior Advisor to the Kingdom of Bahrain for Employment Policy from 2003-2005, was a Distinguished Scholar of the Ministry of Manpower for Singapore, and was Co-Director of the U.S. Department of Education’s National Center on the Educational Quality of the Workforce from 1990-1998.
He was recently named by HR Magazine as one of the top 5 most influential management thinkers, by NPR as one of the 50 influencers in the field of aging and was elected a fellow of the National Academy of Human Resources.
He received the PRO award from the International Association of Corporate and Professional Recruiters for contributions to human resources, the Michael Losey Award fro Research Contributions from the Society for Human Resource Management, and an honorary Doctorate degree from the University of Liege in Belgium.
He is a regular contributor to The Wall Street Journal and writes a monthly column for HR Executive magazine. His work on performance management, agile systems, and hiring practices, and other workplace topics appears in the Harvard Business Review. His most recent book is Our Least Important Asset: How a Relentless Focus on Finance and Accounting is Bad for Employees and Business.
Dr. Peter Cappelli can be reached at: