Non-threatening culture (psychological safety)

Introduction
An example of a non-threatening culture is when staff at every level of the organisation feel free and safe in expressing their point of view, irrespective of how different it is from others in the organisation.

When this happens
"...They circulate local knowledge, expand the universe of useful ideas, prevent collective tunnel vision. And not too infrequently, minority views turn into novel solutions..."
Timothy Clark, 2023

Speaking up in most organisations is a risky business, ie people fear social rejection and negative repercussions that could damage their reputation, personal standing, career development, etc

To create a non-threatening culture needs more than rhetoric; it needs actions like role modelling by senior management.
(for more detail, see elsewhere in the Knowledge Base)

Vulnerable behaviours

Research into hundreds of organisations have identify the 6 most vulnerable behaviours (descending ranking):
"...i) giving an incorrect answer
    ii) making a mistake
    iii) expressing your emotions
    iv) expressing disagreement
    v) pointing out a mistake
    vi) challenging the way things are done..."
Timothy Clark, 2023

In the most extreme cases, you could put your job at risk, ie risk being fired!!!
Yet a non-threatening environment requires employees to be able to engage in the 6 most vulnerable behaviours listed above. Unless the environment is right,
"...few employees will accept the invitation because the organisation is asking them to respond the rationally to their own risk/reward calculation. Instead, fear scares them into silence and superficial collegiality..."
Timothy Clark, 2023

Steps in setting out a nonthreatening culture (4)

i) separate worth from worthiness (inclusion is important for unlocking an organisation cognitive diversity that is is based on acceptance of any individuals worth - not their worthiness; while worthiness requires a performance tests to meet a standard or requirement.
For people to express their authentic opinions, they need to first feel a sense of acceptance based on their fixed, intrinsic worth; their belongingness needs required to be satisfied.
"...people were retreat from the opportunity to be their authentic selves if doing so is expensive. But if their worth separate and distinct from worthiness of their inputs, opinions, and views, they'll be more willing to use their voice..."
Timothy Clark, 2023
Every employee to be treated with equally with respect regardless of performance; it is a guide to fair, equitable and compassionate accountability.
"...when people believe they're are included for who they are,  without fear of reprisal speaking up, they speak up..."
Timothy Clark, 2023)

ii) separate loyalty from agreement (loyalty does not mean agreement
"...stifling agreement that silences that them into compliance rather than commitment. When loyalty becomes contingent on agreement, it produces manipulated conformity, which is not loyalty at all. True loyalty, which refers to genuine concern for and dedication to the best interest of an institution and its people, must not only allow, but encourage, independent thought. Unless the organisation divorces loyalty from agreement, the pressure to conform can produce dangerous group think......employees...... watch, listen, and observe. If disagreement is considered disloyal, they were likely witness fear-induced intimidation..."
Timothy Clark, 2023
However, if they witness vigourous debate and constructive dissent without fear of retaliation, they will feel encourage to participate and permitted to challenge any default in the organisation; loyalty and disagreement peacefully coexist in a nonthreatening environment.

iii) separate status from opinion (in hierarchical organisations that power differentiation between different levels in the organisation can stop the development of a non-threatening environment
"...an asymmetrical power relationship between employees typically put pressure on the lower-status person to agree with the higher-status person..."
Timothy Clark, 2023
If contrary opinions are suppressed, open dialogue, etc will not happen.
"...smart people don't make a smart team unless they can harness the collective intelligence by networking their minds and engaging in multidisciplinary learning. This depends on their ability to invite and process dissent..."
Timothy Clark, 2023
To decouple opinion from status by teaching and modelling the art of disagreement, ie understanding the difference between an agitator and an innovator based on their intent behind the dissent.
"...they asked for thoughtful disagreement delivered in good faith. When leaders reward challenging the status quo from the top to the bottom of the hierarchy. In this way, they accelerate the formation of a speak-up culture..."
Timothy Clark, 2023

 iv) separate permission from the adoption (just because you have a nonthreatening culture does not mean all ideas, opinions, suggestions, concerns, etc will be adopted, permission to express your point of view does not guarantee it will be adopted; it is a acknowledgement of the organisation's receptivity, ie
"...Is someone listening? Does it even matter? Will it make a difference? In the absence of adoption, emphasise recognition. We all need reassurance that when the answers no, the very act of speaking up is appreciated and encourage..."
Timothy Clark, 2023

Summary

Create a non-threatening environment by:

i) separating worth from worthiness (encourage people to be their authentic selves; if being candid threats safety and security, people will not participate.
"...If we believe our worth is separated from the worthiness of our opinions and views, we'll be willing to use of our voice..."
Jilian Peterson, 2023d

ii) separate loyalty from agreement (many organisations confuse loyalty with agreement and encourage conformity; real loyalty encourages independent thought rather than groupthink)

iii) separate status from opinion (many organisations regard to dissenting opinion as wrong, especially if it come from an an expected source
"...smart people don't make a smart team unless they can communicate openly. This depends on their ability to invite and process dissent..."
Jilian Peterson, 2023d

iv) separate permission from adoption (non-threatening culture means having the permission to speak your mind around suggestions, opinions, concerns, etc; even if the answer is no, very act of speaking up is appreciated and encouraged)
Having a non-threatening culture is a way of performing reality tests on what your organisation is doing, ie
"...The viability of an organisation depends on its capacity to interpret and respond to reality......when employees at every level speak up, they circulate local knowledge, expanding universe of useful ideas, and prevent collective tunnel vision...... not infrequently, minority views turn into novel solutions. When employees consistently speak up and voice their views and concerns, when they challenge the status quo, a fine greater purpose in professional life and contribute greater value to the organisation..."
Timothy Clark, 2023