Catch up or look back, any time.
A recap of what was covered on the day, plus the two-minute pulse check if you haven't completed it yet. Everything below is anonymous and available on your own device.
A few things we can act on straight away.
Out of everything covered, here's one practical thing we can all start doing straight away, no project or meeting needed first.
Building psychological safety, one interaction at a time.
These came directly out of the day's discussion, what was modelled, what was noticed, and what Edmondson's research backs up. None of them need a policy or a project. They just need practising.
Whenever someone raises an idea or a concern, say thank you, whether or not it ends up being used. Edmondson's research is clear that people stop offering input the moment they sense judgement, so what happens in the first ten seconds matters more than whether the idea gets actioned.
Make "thank you" the first response to a mistake or correction too, before anything else. Edmondson calls this destigmatising failure. If telling you something bad costs the messenger something emotionally, they'll stop telling you until it becomes a crisis.
3
Separate the system from the person
When something's gone wrong, talk about what broke in the process, not who's at fault. Most failures in a busy, understaffed clinical environment are systemic, and treating them as a personal failing is exactly what makes people stop reporting them.
"The way you do X could be improved" is too vague to act on and too easy to take personally. Naming the exact behaviour, in the exact moment, is kinder and more useful than a general impression. Clear is kind, unclear is unkind.
5
Say the unspoken thing out loud
If there's an awkward dynamic in the room, someone training a colleague who's been there much longer, or a newer team member questioning a long-standing habit, name it rather than hoping good intentions are obvious. That's what reduces the interpersonal risk people are quietly carrying.
"What do you think about what I've just said?", and then actually wait. This is what Edmondson calls practising inquiry, a genuine question followed by real listening, not a rhetorical close to end the conversation on your own terms.
7
Listening is half the job
Speaking up is only half of it, listening well is the other half. Most psychological safety efforts put all the weight on the person being brave enough to speak up, when it's actually the listener's reaction in that moment that decides whether anyone tries again.
8
Catch yourself, then choose differently
Notice the defensive line forming in your head, and choose something else instead, like "thanks for the reminder." The pause between the trigger and the response is where the culture actually gets decided, not the policy on the wall.
9
Treat gaps as gaps, not failings
When something's been missed because no one was shown or told, treat it as a gap to close. "Of course you didn't know, let's fix that" keeps people willing to admit gaps in the first place, rather than quietly covering for them.
10
Notice what's going well, out loud
Say it when someone's done something well, not just when something's gone wrong. Negative reactions stick far harder in people's memory than positive ones do, so safety isn't built just by removing punishment, it needs visible, regular appreciation to outweigh it.
What everyone committed to
Towards the end of the day, individuals offered up their own personal commitment for how they'll show up differently. A reminder of what was said, in case it's useful to revisit.
Reduce excessive apologising, and recognise that feedback isn't a personal fault
Avoid personalising feedback, and separate system issues from individuals
Be more open to feedback, and proactively ask for what's needed (like photos)
Balance directness with sensitivity, and pause to interpret intent
Avoid assumptions based on tenure, and acknowledge knowledge gaps openly
Slow down, stay mindful, and ask for clarification before giving direct feedback
Keep preferring direct feedback, while giving more context during training
Encourage front desk staff to speak up, and support more targeted training
Raise issues promptly, and praise staff who ask for help or handle hard calls well
Stay aware of what others are working on, and check if help is needed
Treat issues as constructive, and accept that trainers need feedback too
Complete notes before switching tasks, and prioritise over rushing
Ask more questions, and keep engaging with the training environment
Learn more about TC, reception, and DA roles to give better support
One honest conversation. One piece of feedback given with care. One mistake raised rather than buried. That's it, one each, starting from today.
