Sample Survey Results & Analysis - BlueEQ™ · 2017-05-12 · Overall Results 72.4% 42.6% % 57.3%...

©BlueEQ™2017

SampleSurveyResults&Analysis

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©BlueEQ™2017

TABLEOFCONTENTSSampleSurveyResults&Analysis 1

Overview:IsYourOrganizationHealthy,Happy,andProductive? 4

4QuadrantsofPsychologicalSafety 5OverallResults 5

BreakingDownPsychologicalSafety 6

DescriptionofResults 7OverallPsychologicalSafety 7

TopBoxScores 8

BottomBoxScores 9

Top&BottomThree 10TopQuestions 10

BottomQuestions 10

OilorSand?:InterpretingYourTop/BottomThreeScores 11

AverageScores:FromDangertoSafety 12

AnalyzingYourResultsbyDemographic:OurPerspectiveonDiversity&Inclusion 13

Gender 14

Age 15

Race 16

Methodology 17

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©BlueEQ™2017

WelcomeLetter:UnleashingthePowerofPsychologicalSafetyinthe21stCenturyDearXYZCompanyLeadershipTeam,

OnbehalfoftheBlueEQresearchteam,IwouldliketothankyoupersonallyforbringingthePscyhSafety16surveyintoyourorganization.Thisreportwillprovideyouwithyourorganization’saggregatedresults,aswellasadditionalanalysisrelatedtotheresults.

Basedonouraccumulatedclientexperiencewithleadingorganizationsaroundtheworld,wecontinuetoseethedirectconnectionbetweenpsychologicalsafetyandperformance.Therelationshipbetweenthesetwovariablesissoundeniablethatwebelieveorganizationswillbefarlesslikelytosustaincompetitiveadvantageinthe21stcenturyiftheydonotmaintainathresholdlevelofpsychologicalsafety.

Infact,asweanalyzeorganizationsacrosssectorsandindustrylines,werecognizethatallorganizationsrelyontwoprimaryprocesses—executionandinnovation.Bothprocessesare,infact,primarilysocialprocesses.Thus,leadershavetwobasicoptions—oilthegearsofcollaborationwithhighlevelsofpsychologicalsafety,orthrowsandinthegearswithlowpsychologicalsafety.

YoumayhaveheardaboutGoogle'sAristotleProject.Theydedicatedtwoyearsofcarefulstudytoidentifythedefiningcharacteristicsofworld-classteams.Makenomistake,thisisoneofthemostimportantresearchprojectsonteamperformanceeverconducted.Afteranalyzingmorethan180teams,theyfoundanunmistakablepattern:Thesinglemostimportantcharacteristicofahigh-performanceteamispsychologicalsafety.Otherfactorscontributeaswell,butthisfactor--thebeliefthatit'ssafetotakeinterpersonalrisks--isthelinchpinvariableandnothinglessthanrocketfueltopropelateamforwardtosuccess.

Wehopethesesurveyresultsyielddeepinsightsintothecurrentculture,dynamics,andoverallperformanceofyourorganization.

Thankyoufortheprivilegeofsupportingyoureffortstoimproveyourorganization.

Kindregards,

BlueEQResearchTeam

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Overview:IsYourOrganizationHealthy,Happy,andProductive?Youdon’tneedtobeaculturalanthropologisttoknowifyourcultureishealthyorsick.Justfocusononething--thelevelofpsychologicalsafety—abarometerofoverallorganizationalhealthandperformance.

Organizationalcultureisareflectionofleadership.Sickculturesarebored,lonely,angry,stressed,andtiredbecausetheleadersreflectthosepatterns.Healthyculturesareenergeticandengaged,curiousandcollaborativeforthesamereason.

Lowpsychologicalsafetyisaparalyzingorganizationalpathology.RememberTolstoy’sfamouslinefromhisnovelAnnaKarenina?“Allhappyfamiliesarealike;eachunhappyfamilyisunhappyinitsownway.”Organizationsarenodifferent:Theycanbesickinamilliondifferentways,butthehappyandhealthyonesarealikeinsharingthesingularattributeofpsychologicalsafety.

Whatispsychologicalsafety?It’ssimplyaconditioninwhichpeoplefeelsafetodiscussideas,experiment,takerisks,givefeedback,andlearnfrommistakes.

PsychologicalSafetyasaPredictorofPerformance

Healthycultureshavepsychologicalsafetyasadefiningattribute.Sickculturesneverdo.Why?Becausehighpsychologicalsafetyreleasesdiscretionaryeffort;lowpsychologicalsafetyfreezesit.Agrowingbodyofresearchnowshowsusunequivocallythatpsychologicalsafetyleadstobothcareerandbusinessimpact.Thus,whenwemeasurehighlevelsofpsychologicalsafetyinanorganization,itbecomesastrongpredictorofoverallperformance.Ifpsychologicalsafetyislow,wecanpredictwithahighdegreeofaccuracythatemployeeengagementwillbelowandattritionwillbehigh.If,ontheotherhand,it’shigh,wecanpredicthighengagement,productivity,innovation,andretention.Whenpeoplehonestlybelievetheycanspeakup,challengethestatusquo,andtakemeasuredrisks,themagicbegins!

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4QuadrantsofPsychologicalSafety

OverallResults

72.4% 42.6%%

57.3% 64.5%

%

Description

Basedonourinternationalnormativedatabase,psychologicalsafetyscoresbelow70%areconsideredbelowaverage.

OverallsurveyresultsshowthatXYZCompanyhasaseriouslyimbalancedprofileforpsychologicalsafety.TheLearnerSafetyquadrantgarneredatopscoreof72.4%,whileChallengerSafetyregisteredthelowestscoreat42.6.%InclusionSafetyandCollaboratorSafetywere64.5%and57.3%respectively.

WedefineChallengerSafetyasanemployee’sperceivedpermissiontochallengethestatusquo.Clearly,manyemployeesatXYZCompanydonotfeelalevelofpsychologicalsafetysufficienttospeakupforfearofreprisalorrepercussion.

Prescription

Inallorganizations,themodelingbehaviorofseniorleadersisthecentralmechanismincultureformationandthecreationofprevailingnorms.XYZCompanyhasanacuteandurgentneedtoimprovethemodelingbehaviorofitsleaders,recastitsprevailingnorms,andestablishanoverallhigherlevelofpsychologicalsafety.

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BreakingDownPsychologicalSafetyBlueEQhaspioneeredthestudyofpsychologicalsafety,breakingtheconstructdownintofourquadrantsofseparateandyetrelatedcategoriesofbehavior.Eachquadrantofbehaviorisbasedonadifferentmotivationalprinciple.

1.LearnerSafety

Thefirstquadrantislearnersafety,whichreflectsanemployee’sbeliefthatitissafetoengageinallaspectsofthediscoveryprocessincludingaskingquestions,tryingnewthings,andlearningfrommistakes.Iflearnersafetyislow,employeesarelesslikelytoventureout,sniff,poke,andcrawlaroundtheorganizationtofindanswerstotheirquestions.Learnersafetyfostersawillingnesstolearnsomethingnew,attackathornyproblem,orlookforanewopportunityorbreakthrough.

2.ChallengerSafety

Challengersafetyisthesafetyanemployeerequireswhenheorshethinkssomethingneedstochangeandit'stimetosayso.Thistypeofsafetyisbasedonperceivedpermissiontochallengethestatusquo,whichgrantstheemployeeimmunityfromrepercussionorreprisal.Ifanemployeefeelsahighlevelofchallengersafety,heorsheismorelikelytospeakupbecauseoftheperceivedlicensetodisagree.Ifanemployeefeelsalowdegreeofchallengersafety,heorshewilllikelyavoidsayinganythingthatmightbepotentiallythreateningtothoseinpositionsofauthority.

3.CollaboratorSafety

Thethirdquadrantofpsychologicalsafety,collaboratorsafety,isbuiltonmutualaccessandsocialengagement.Inotherwords,theemployeefeelssafetoworkwithhisorhercolleaguesinafreeandunconstrainedwayatanytime.Theemployeeispersuadedthatheorsheworksinaconstantandperpetualstateofopendialogueandconstructivedebatebasedonapermeablemembranebetweenhimorherandtheotherteammembers.Givingandreceivingfeedbackistheairemployeesbreathe.Thetacitassumptionisthatexecutionandinnovationareprimarilysocialprocesses,so"co-laboring"astheworddenotes,isasanaturalasplayingoreatingtogether.

4.InclusionSafety

Basedontheprincipleofmutualrespect,thefinalandculminatingquadrantofpsychologicalsafetyisbasedoninclusion.Inclusionsafetyisagnostictoaperson'stitle,position,authority,orbackground.Tohaveinclusionsafetyistoknowthatyouarevalued,listenedto,andtreatedfairly.Delicateandperishable,inclusionsafetyiscreatedandsustainedthroughconsistent,affirmingtouchpointswithco-workers.Allemployeeswillatsomepointstumble,fallshort,andgetitwrong,buttheyareneverembarrassed,punished,marginalized,orrejected.Aculturehighininclusionsafetyconsistentlyremindsitsmembersthattheyarevaluablemembersoftheteam.

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DescriptionofResultsOverallPsychologicalSafety

497

328

337

243

199

238

201

5

356

55

353

339

412

347

384

478

211

721

667

260

60

231

259

244

56

372

348

335

224

246

234

323

509

72

47

122

68

15

63

196

162

22

60

113

61

66

253

98

58

622

334

143

223

614

609

628

431

464

468

575

524

163

108

92

502

537

519

21

63

19

42

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I feelcomfortableaskingquestions.

Ifeelfreetotrynewthings.

I'mallowedtolearnfrommymistakes.

Theorganizationsupportsmyeffortstolearn.

Icantakereasonableriskswithoutbeingpunished.

It'ssafetodisagreeifIhaveadifferentopinion.

I'mencouragedtochallengethewaythingsaredone.

Ifeelfreetomakesuggestions.

Iworkinanenvironmentofopencommunication.

Myco-workerswelcomemyhelp.

Theorganizationmodelscollaboration.

Myco-workersareaccessibleandwillingtohelpme.

I'mrespectedasanindividual.

Myco-workerstreatmefairly.

Ifeelincludedandlistenedto.

Theorganizationvaluesmycontribution.

ParticipantResponsesByRatingCategory

Consistantly Often Sometimes Rarely Never

59…

OverallScore

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TopBoxScores

Atopboxscorereferstothetotalpercentageofrespondentswhoansweredaquestionusingthehighestpointontheratingscale.Inthiscase,thebluebarsbelowrepresentthepercentageofrespondentsthatansweredeachquestionwitha5,basedona5-pointratingscaleinwhich5indicates“consistently.”

36% 8% 6% 11% 8% 11% 11% 13% 18%

8% 21% 19%

27% 19% 22%

38%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

I feelcomfortableaskingquestions.Ifeelfreetotrynewthings.

I'mallowedtolearnfrommymistakes.Theorganizationsupportsmyeffortstolearn.

Icantakereasonableriskswithoutbeingpunished.It'ssafetodisagreeifIhaveadifferentopinion.

I'mencouragedtochallengethewaythingsaredone.Ifeelfreetomakesuggestions.

Iworkinanenvironmentofopencommunication.Myco-workerswelcomemyhelp.

Theorganizationmodelscollaboration.Myco-workersareaccessibleandwillingtohelpme.

I'mrespectedasanindividual.Myco-workerstreatmefairly.Ifeelincludedandlistenedto.


Questions Answered"Consistently"

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BottomBoxScores

Abottomboxscorereferstothetotalpercentageofrespondentswhoansweredaquestionusingthelowestpointontheratingscale.Inthiscase,theredbarsbelowrepresentthepercentageofrespondentsthatansweredeachquestionwitha1,basedona5-pointratingscaleinwhich1indicates“never.”

2%

3%

53%

56%

53%

3%

8%

3%

5%

3%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%











QuestionsAnswered"Never"

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Top&BottomThreeTopQuestions

Iffeelfreetotrynewthings. 81.0%

Theorganizationvaluesmycontribution. 80.4%

Ifeelcomfortableaskingquestions. 79.6%

BottomQuestions

I’mencouragedtochallengethewaythingsaredone. 41.1%

It’ssafetodisagreeifIhaveadifferentopinion. 40.8%

Icantakereasonableriskswithoutbeingpunished. 36.6%

The“Top&BottomThree”scoresrefertothethreequestionsoutofthe16questionsinthesurveywhichrespondentsratedmostfavorablyandthreetheyratedmostunfavorably.

Forexample

• Eightin10respondents(80percent)feltconsistentlyfreetotrynewthings.

• Nearly80percent(79percent)feltcomfortableaskingquestions.

• Finally,80percentfeltthattheircontributionswereconsistentlyvaluedbytheorganization.

Thebottomthreequestionsinincludedthefollowing:

• Fourin10(40percent)feltencouragedtochallengethewaythingsaredone.

• Slightlylessthan40percent(36percent)feltconsistentlysafetodisagreeiftheyhadadifferentopinion.

• Finally,thesamepercentage(40percent)feltthattheycouldtakereasonableriskswithoutbeingpunished.

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©BlueEQ™2017

OilorSand?:InterpretingYourTop/BottomThreeScores

InaQ&AsessionatFacebook,MarkZuckerbergsaid,"Ideastypicallydonotjustcometoyou.Theyhappenbecauseyou'vebeentalkingaboutsomethingandtalkingtoalotofpeopleaboutitforalongperiodoftime."

That'sthepattern,andleadersareinthepattern-recognitionbusiness.

Theexceptioniswheninnovationcomesasalonemomentoflightbulbgenius,aburstofinspiration,aeurekamoment.Yes,youneedtalentedpeopletoinnovate,butthemagicisinthewaytheyworktogether.Itdoesn'tmatterifyouarewritingsoftwareorwritingmusic,thepatternisthesame.

BrianWilson,themusicalgeniusbehindtheBeachBoys,confessedthesametruth:"Thekeytooursuccesswasrespectingoneanother'sideasandopinions."

Weinviteyoutobeaculturalanthropologistforadayandwatchthewayinnovationhappensinyourorganization.Ifyoulookcarefully,you'llnoticethatorganizationstrafficininformationandideas.Youwillalsonoticethatthenaturalconsequenceofanalysisisfrictionbecausepeopleseethingsdifferentlyanddrawdifferentconclusions.Nowcomesthehardpart.Howdoyouoilthegearsofcollaborationtoreducefriction?Ifyoucandoit,youwillinnovateandcreatenewvalue.Butifthefrictionincreases,sandbecomesthelubricantandyourgearswillgrindtoahalt.

Keyinsight:Yourtopthreescoresrepresentyourorganization’sareasofstrengthincreatinglubricatedcollaboration.Yourbottomthreescoresindicateyourorganization’sareasofweaknessinwhichpeoplethrowsandinthosesamegearsofcollaborationtoimpedeorblocktheprocess.

Whenwasthelasttimeyoucheckedtheoil?

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AverageScores:FromDangertoSafety

The“AverageScores”resultsshowtheoverallresponseaverage,rankorderedfromlowesttohighest.Inotherwords,thequestionthatgarneredthelowestaverageratingstartsatthebottom,indicatedtheareaoflowestpsychologicalsafetyorhighestdanger,whereasatthetopofthegraphisthequestionwiththehighestoverallaveragerating.

36%

40%

41%

54%

54%

55%

56%

56%

58%

59%

60%

65%

79%

79%

80%

81%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%





Myco-workerswelcomemyhelp.



Iworkinanenvironmentofopencommunication.




I'mrespectedasanindividual.

I feelcomfortableaskingquestions.



Ifeelfreetotrynewthings.

PsychologicalSafetyQuestionAverage

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©BlueEQ™2017

DemographicsAverageScoresAnalyzingYourResultsbyDemographic:OurPerspectiveonDiversity&Inclusion

Diversityisafactoflife.Peoplelook,think,feel,andactdifferently.Theyalwayshave.

Butisdiversityanadvantage?Thatdependsonwhetheryoucanunleashitspotentialthroughaprocessofrichcollaboration.Wecallthatprocessinclusion,andinclusionisverymuchachoice.

Ifdiversityisaboutthemake-upandcompositionofyourworkforce,inclusionisaboutthebehaviorandperformanceofyourworkforce.Thetwoconceptsarerelated,butnotthesamething.Whatdoesthishavetodowithpsychologicalsafety?Answer:Everything.

Thecentralcriticismleveledagainstorganizationsoverthelastthreedecadesisthatwehavebeentellingpeopletobelieveindiversityuntiltheybehaveinaninclusivemanner.Inotherwords,learntobeawareof,understand,acknowledge,andappreciatediversity,andweoftenaskpeopletodothisinaclimateofcomplianceandguiltandthenexpectthemtogooutandbeinclusive.

Peopleseldomcrossathresholdofconvictionbasedonawarenessandappreciationofdiversityalone.Chancesaretheydon'tknowhowtopracticeinclusion.Theystilllacktheskills.

Whenyou'reachild,inclusionisnatural.It'sintheadultworldthatweareoftenintroducedtoandmaybecomeplaguedwithbiasandprejudice.Thus,whatisnaturalbehaviorinchildhoodbecomeslearnedbehaviorinadulthood.Asyoupracticeinclusion,youseeitsimpact.Thisiswhatwecallthebehavioralapproach—behaveuntilyoubelieve—andit’sthecrucialbreakthroughthatorganizationsneedinthe21stcentury.

WhenemployeesfeelInclusionSafety,watchout.Thetoneandtenoroftheorganizationbegintochangeimmediately.There'simplicitpermissiontocontribute,participate,andevenchallenge.Becauseinclusionisatrueprinciple,itcarrieswithinitselfitsownconfirmingevidence.Whenpeoplebegintopracticeinclusivebehaviors,theinevitableresultistheformationofaninclusiveculture—allbasedonahighdegreeofpsychologicalsafety.

Whenanorganizationpracticesinclusionandseesthebenefits,itbecomespersuadedthatinclusionisbothamoralimperativeandacompetitiveadvantage.

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Thefollowinganalysisshowstheaveragescoresbasedonspecifieddemographics.Eachaverageiscalculatedbythefourquadrantsofpsychologicalsafetyandthecorrespondingresponses.

Gender

42%

58%

Female Male

63… Male

62… Female

PsychologicalSafetyScore

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Age

4%

30%

27%

22%

12% 4%

18-20 21-29 30-39 40-49 50-59 60orolder

55.3%

18-20

64.9%

21-29

65…

30-39

63…

40-49

55…

60andOlder

59…

50-59


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Race

16%

15%

20% 10%

5%

4%

28%

AmericanIndianorAlaskanNative

Asian

BlackorAfrican-American

Hispanic

NativeHawaiianorotherPacificIslander

Other

White

66.…

White 62.1%

AmericanIndianorAlaskanNative

64…

Asian

56.4%

Hispanic

59.5%

BlackorAfrican-American

58.8%

NativeHawaiianorotherPacificIslander

60…

Other


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MethodologyThePsychSafety16™instrumentwasdesignedbytheBlueEQ™researchteamunderthedirectionofDr.TimothyR.Clark,chiefscientist.

• Itemchoiceandwording.Finalitemsweredrawnfromalargernumberof55piloteditems.Weselectedonlythemostvalidandreliableitems.• Eachquadrantofpsychologicalsafetyincludesascaleconsistingoffouritems.Thus,fouritemsmultipliedbyfourscalesproduces16totalitems.

o Learnersafety:4itemso Challengersafety:4itemso Collaboratorsafety:4itemso Inclusionsafety:4items

• Eachitemineachscaleincludesakeycharacteristicorattributethatmeasuresanessentialaspectoftheconstructofthatquadrant.Allfouritemsineachscalearethustiedbacktotheconstructrepresentedbythequadrantofpsychologicalsafety.

• Theinstrumentmakesuseofa5-pointratingscalewiththefollowingresponseratingcategories,whichhavebeenmethodologicallyverifiednumeroustimes:1.Never,2.Rarely,3.Sometimes,4.Often,5.Consistently.Eachquestionintheinstrumentisweightedequally.Scoresareaveragedacrossallrespondents.

• Dataaregatheredviatheonlinesurveyandconsolidatedintoacentraldatabase.• Thereportincludesdescriptivestatisticsofthesurveyresults,includingbasicanalysisofthedatabasedonhighandlowscores,distributionof

responses,anddemographics,whicharecustomizedtoclientneed.• Reliability:Thisreferstotheinternalconsistencyordependabilityofscoresonanassessment.Unreliableassessmentshaveasubstantialamount

oferror,ornoise,comparedtoreliableassessmentswhichhavelittleerror.Reliabilityismeasuredbasedontheconsistencyofscores.WemeasureinternalconsistencyusingCronbach’salpha,whichisoneofthemostwidelyusedapproachestoestimatingreliability.Asagenerallyacceptedstandardforresearch,scalesshouldyieldavalueof.70to.80toconsiderthemrespectable,andavalueabove.80asverygood.Cronbach’salphareflectstheinternalconsistencyofascaleormeasure.

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Sample Survey Results & Analysis - BlueEQ™ · 2017-05-12 · Overall Results 72.4% 42.6% % 57.3%...

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