The fearless organization

Edmondson, A. C., & Harvey, J. F. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Journal of Applied Behavioral Science, 54(2), 110-132.

Type

Journal article

Intellectual base

Primary research

Year

2018

Volume

54

Issue

2

Pages

110-132

Link

https://openlibrary.org/works/OL19919962W/The_Fearless_Organization

Cited from

economics_finance, human_computer_interaction, organizational_management, philosophy, psychology

Cited by

10 citations across 10 artifacts.

Each citation links to the sentence it supports in the citing article.

Primes

• Antifragility
  • Listed in the references but not attached to a specific claim.
• Epistemic Humility
  • Listed in the references but not attached to a specific claim.
• Human-Centered Accommodation
  • The system accommodated both human capability (limited calculation skills, limited attention to numeric detail) and human strengths (clinical judgment, ability to recognize illogical values, team communication)
• Mental Model
  • Listed in the references but not attached to a specific claim.
• Organizational Culture
  • Listed in the references but not attached to a specific claim.
• Processing Fluency
  • Listed in the references but not attached to a specific claim.
• Psychological Safety
  • Psychological-safety reasoning proceeds by asking

    Supported in partVerified against the work's full text

    Publisher blurb for Edmondson's book frames dissent and critical thought as essential to the creative process, backing the 'resource for improvement' side but not describing actual organizational norms.

    “Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process.”

    Read by an automated reader; not a human review. How support was checked

Domain-specific

• Cognitive Load
  • Listed in the references but not attached to a specific claim.
• User-Centered Design
  • The organizational commitment to incorporate user feedback even when it contradicts initial design intent or technical preferences

Mechanisms

• Leader Vulnerability Modeling
  • Amy Edmondson's research on psychological safety identifies exactly this — leaders acknowledging their own fallibility and inviting input — as one of the strongest levers a person in authority has for making a team safe to speak in.

    This sourceConnects psychological-safety research with leaders acknowledging fallibility and proactively inviting input.

Verification

Does it exist? Not checked yet. This entry carries no identifier to resolve. It was extracted from the citation as written in the article, normalized, and deduplicated against the rest of the registry.

Does it back the claim? Read against the text for 1 of 10 citations: 1 supported in part. Each verdict is shown under its citation below, with what in the work backs the sentence.

Support is checked per citation rather than per work — the same source can be cited soundly in one article and wrongly in another. Per-citation recording began recently, so a citation with no recorded check is a gap in the record rather than evidence it went unchecked.

See how references were verified.

Links previously used in the corpus

Before the registry existed this work was also linked 2 other ways.

• https://www.wiley.com/en-us/Management%2BTeams-c-BA15 ×1
• https://www.wiley.com/en-us/The+Fearless+Organization%3A+Creating+Psychological+Safety+in+the+Workplace+for+Learning%2C+Innovation%2C+and+Growth-p-9781119477266 ×1

Registry ID ref:207beabadbdc · see in the full table