The struggle to keep up with the rate of change was certainly the theme of a number of events I attended recently. One event was on the topic of data-driven digital transformations, where a speaker made the point that digital transformation is a capability, not a destination. As such, we had better learn to get used to it - or even better, to start embracing it. The reasons for this have been widely discussed, and include the increasingly VUCA (Volatile, Uncertain, Complex, Ambiguous) world we all live in, to the growing recognition that ‘software is eating the world’.

At another event, which felt a bit like a group therapy session with seasoned IT executives all sharing their stories of pain and suffering whilst trying to digitally transform their businesses, I commented that one of the reasons we encounter so much change fatigue - especially with transformation projects - may be because we spend a lot of time focusing on managing the changes (training, communications plans etc), and not enough on providing a supportive environment in which people feel encouraged and empowered to change.

Developing a growth mindset, as popularised by Stanford psychologist Dr Carol Dweck, can help people deal with the rapid rate of change. A quick search on the phrase ‘how to develop a growth mindset’ will provide countless suggestions (such as this one).

However, a recent study has shown that many of the popular programs proported to develop a growth mindset aren’t that effective (for example, programs in schools aren’t correlated with academic performance). That doesn’t mean the idea of encouraging a growth mindset isn’t valid; rather, it suggests that many of the popular programs aren’t addressing important factors that contribute to developing a growth mindset. Organisational psychologists Bob Murray and Alicia Fortinberry believe that the ineffectual programs aren’t taking into account the need to create supporting environments in which people feel psychologically safe to fail and be their authentic selves.

Therefore, before expensive investments are made on (often quite necessary) transformation initiatives, leaders of organisations should first ensure that their people feel psychologically safe. The risk of not doing so is that the investment and effort will be wasted (and potentially counterproductive). Fortunately, Google have spent a great deal of time and effort researching the factors that most contribute to effective/high-performing teams. As you might expect, psychological safety was also the most important factor here, and they have produced this guide, which includes tools and suggestions for action, to help organisations understand how to create psychologically safe environments.