Amy C. Edmondson | |
---|---|
Nationality | American |
Alma mater | Harvard University |
Occupation | Social science |
Known for | Professor of Leadership and Management at Harvard Business School |
Amy C. Edmondson is an American scholar of leadership, teaming, and organizational learning. [1] She is currently Professor of Leadership at Harvard Business School. [2] [3] Edmondson is the author of seven books and more than 75 articles and case studies. [4] She is best known for her pioneering work on psychological safety, which has helped spawn a large body of academic research in management, healthcare and education over the past 15 years. Her books include "Right Kind of Wrong, the Science of Failing Well" (September 5, 2023), [5] “The Fearless Organization,Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth” (2018) [6] ) and “Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy” (2012). [7]
Edmondson received her PhD in organizational behavior, MA in psychology, and BA in engineering and design from Harvard University. [8]
Edmondson studies teaming, psychological safety, and organizational learning, and her articles have been published numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. [9]
Before joining Harvard, she was Director of Research at Pecos River Learning Centers, where she worked on transformational change in large companies. She also worked as Chief Engineer for architect/inventor Buckminster Fuller. [9]
She has been ranked by the biannual Thinkers50 global list [10] of top management thinkers since 2011 (most recently number 1 in 2023), and selected in 2019 as the number 1 most influential thinker in Human Resources by HR Magazine. [4]
Edmondson married George Q. Daley in 1995. [21]
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Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. In teams, it refers to team members believing that they can take risks without being shamed by other team members. In psychologically safe teams, team members feel accepted and respected contributing to a better "experience in the workplace". It is also the most studied enabling condition in group dynamics and team learning research.
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Psychosocial safety climate (PSC) is a term used in organisational psychology that refers to the shared belief held by workers that their psychological health and safety is protected and supported by senior management. PSC builds on other work stress theories and concerns the corporate climate for worker psychological health and safety. Studies have found that a favourable PSC is associated with low rates of absenteeism and high productivity, while a poor climate is linked to high levels of workplace stress and job dissatisfaction. PSC can be promoted by organisational practices, policies and procedures that prioritise the psychosocial safety and wellbeing of workers. The theory has implications for the design of workplaces for the best possible outcomes for both workers and management.