Core Theory
Risk sources

Guardedness

An environment where expressing ideas or concerns feels unsafe can stifle creativity and well-being. Psychological safety promotes innovation and employee satisfaction.

Guardedness, a key concept in the JDBA Framework, is closely tied to the well-researched notion of psychological safety. Coined by Harvard Business School professor Amy Edmondson, psychological safety refers to the belief that one can speak up without risk of punishment or humiliation.

In workplaces with low psychological safety, employees often experience reluctance to voice opinions, fear of asking questions, anxiety about admitting mistakes, and hesitation in seeking help. These behaviors can stifle innovation, hinder collaboration, and impair problem-solving abilities.

A high score in Guardedness indicates that an individual frequently experiences:

  • Fear of expressing opinions at work
  • Discomfort in asking questions or seeking clarification
  • Anxiety about admitting mistakes
  • Reluctance to share ideas or take risks

A low score suggests that the individual feels comfortable speaking up, asking questions, admitting errors, and sharing ideas without fear of negative consequences.

Leaders can encourage open dialogue, model vulnerability, respond positively to questions and concerns, and frame work as a learning problem rather than an execution problem. By reducing guardedness, companies can unlock their employees' full potential, driving innovation and enhancing job satisfaction.

Understanding one's level of guardedness can be a vital step toward improving the work environment, enhancing team dynamics, and increasing overall productivity. It's particularly crucial in environments where innovation and continuous improvement are essential for success. By addressing guardedness, both individuals and organizations can create a more open, collaborative, and psychologically safe workplace.

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