sample survey results & analysis - blueeq™ · 2017-05-12 · overall results 72.4% 42.6% %...
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©BlueEQ™2017
SampleSurveyResults&Analysis
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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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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
11
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.
Theorganizationvaluesmycontribution.
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%
I'mallowedtolearnfrommymistakes.
Theorganizationsupportsmyeffortstolearn.
Icantakereasonableriskswithoutbeingpunished.
It'ssafetodisagreeifIhaveadifferentopinion.
I'mencouragedtochallengethewaythingsaredone.
Ifeelfreetomakesuggestions.
Theorganizationmodelscollaboration.
Myco-workersareaccessibleandwillingtohelpme.
Myco-workerstreatmefairly.
Ifeelincludedandlistenedto.
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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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%
Icantakereasonableriskswithoutbeingpunished.
It'ssafetodisagreeifIhaveadifferentopinion.
I'mencouragedtochallengethewaythingsaredone.
Theorganizationsupportsmyeffortstolearn.
Myco-workerswelcomemyhelp.
Ifeelfreetomakesuggestions.
Myco-workerstreatmefairly.
Iworkinanenvironmentofopencommunication.
Ifeelincludedandlistenedto.
Theorganizationmodelscollaboration.
Myco-workersareaccessibleandwillingtohelpme.
I'mrespectedasanindividual.
I feelcomfortableaskingquestions.
I'mallowedtolearnfrommymistakes.
Theorganizationvaluesmycontribution.
Ifeelfreetotrynewthings.
PsychologicalSafetyQuestionAverage
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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
PsychologicalSafetyScore
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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
PsychologicalSafetyScore
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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.
BlueEQ™40WMainStreetCt,Suite150,Alpine,UT84004
T:801.610.6508E:[email protected]