Organisational characteristics' influence on psychological safety: A mixed method study about organisational characteristics' influence on psychological safety within agile software teams
Authors
Pagh, Magnus Damgaard ; de Bang, Emilie Louise ; Anisimow, Casper Baymler
Term
4. Term
Publication year
2023
Submitted on
2023-06-09
Pages
83
Abstract
Psychological safety at work—feeling able to ask questions, share ideas, and admit mistakes without fear of negative consequences—is crucial for well-functioning agile software teams. Although agile teams share common organizational features, it is not clear how these affect psychological safety. Using a mixed-methods study with 12 interviews and 468 survey responses, we found that characteristics driven by social interactions influence psychological safety, whereas structural aspects did not in our data. Psychological safety is not a single, simple concept; it is built through actions taken by both managers and team members. Team autonomy did not emerge as an independent driver; its effect appeared to be absorbed by other factors that also relate to psychological safety, suggesting autonomy’s role is embedded in the broader organizational context. Based on these findings, we recommend joint efforts by managers and teams to improve the work environment: proactive leadership, clear guidelines for constructive argumentation, and collaboration to foster a culture of open communication.
Psykologisk tryghed på arbejdspladsen – at man kan stille spørgsmål, komme med idéer og indrømme fejl uden frygt for negative konsekvenser – er afgørende for velfungerende agile softwareteams. Selvom agile teams ofte deler organisatoriske træk, er det uklart, hvordan disse påvirker psykologisk tryghed. Med en blandet metode-undersøgelse med 12 interviews og 468 spørgeskemasvar fandt vi, at forhold styret af sociale interaktioner har betydning for psykologisk tryghed, mens mere strukturelle forhold ikke gjorde det i vores data. Psykologisk tryghed kan ikke reduceres til ét enkelt begreb; den opstår gennem konkrete handlinger fra både ledere og teammedlemmer. Teamets autonomi fremstod ikke som en selvstændig drivkraft, men var tæt forbundet med andre forhold, der også påvirker psykologisk tryghed, hvilket peger på autonomiens placering i en bredere organisatorisk sammenhæng. På den baggrund anbefaler vi, at ledere og teams samarbejder aktivt om at forbedre arbejdsmiljøet: gennem proaktiv ledelse, klare retningslinjer for konstruktiv argumentation og fælles indsats for en åben kommunikationskultur.
[This apstract has been rewritten with the help of AI based on the project's original abstract]
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