Articles

  • Argyris, C. (1994). ‘Good Communication that Blocks Learning’, Harvard Business Review, 72(4), p77-85.
  • Argyris, C. (1998). ‘Empowerment: The Emperor’s New Clothes’, Harvard Business Review, 76(3), p98-105.
  • Argyris, C. (2019). ‘Teaching Smart People How to Learn’, Harvard Business Review, Special Issue, p60-71.
  • Bochman, D.J. and Kroth, M. (2010). ‘Immunity to Transformational Learning and Change’, The Learning Organization, 17(4), p328-342.
  • Carmeli, A. and Hoffer Gittell, J. (2008). ‘High-Quality Relationships, Psychological Safety, and Learning from Failures in Work Organizations’, Journal of Organizational Behavior, 30(6), p709-729.
  • Delizonna, L. (2017). ‘High-Performing Teams Need Psychological Safety. Here's How to Create it’, Harvard Business Review Digital Articles, 24 August, p1-7.
  • Detert, J.R. and Edmondson, A.C.(2007). ‘Why Employees Are Afraid to Speak’, Harvard Business Review, 85(5), p23-25.
  • Edmondson, A.C. (2008). ‘The Competitive Imperative of Learning’, Harvard Business Review, 86(7/8), p60-67.
  • Edmondson, A.C. (2011). ‘Strategies for Learning from Failure’, Harvard Business Review, 89(4), p48-55.
  • Edmondson, A.C. (2015). ‘Get Rid of Unhealthy Competition on Your Team’, Harvard Business Review Digital Articles, 26 June 2015, p2-4.
  • Edmondson, A.C. (2016). ‘Wicked Problem Solvers’, Harvard Business Review, 94(6), p52-59.
  • Edmondson, A.C. (2020). ‘When Employees are Open With Each Other, But Not Management’, Harvard Business Review Digital Articles, 16 January 2020, p2-4.
  • Edmondson, A.C. and Chamorro-Premuzic, T. (2020). ‘Today’s Leaders Need Vulnerability, Not Bravado’, Harvard Business Review Digital Articles, 19 October 2020, p2-4.
  • Edmondson, A.C. and Daley, G. (2020). ‘How to Foster Psychological Safety in Virtual Meetings’, Harvard Business Review Digital Articles, 25 August 2020, p2-5.
  • Edmondson, A.C. and Hugander, P. (2021). ‘4 Steps to Boost Psychological Safety at Your Workplace’, Harvard Business Review Digital Articles, 22 July 2021, p1-6.
  • Edmondson, A.C. and Mortensen, M. (2021). ‘What Psychological Safety Looks Like in a Hybrid Workplace’, Harvard Business Review Digital Articles, 19 April 2021, p1-7.
  • Fredrickson, B. L. (2004). The broaden–and–build theory of positive emotions. Philosophical transactions of the royal society of London. Series B: Biological Sciences359(1449), 1367-1377.
  • Gagné, M., Parker, S. K., Griffin, M. A., Dunlop, P. D., Knight, C., Klonek, F. E., & Parent-Rocheleau, X. (2022). Understanding and shaping the future of work with self-determination theory. Nature Reviews Psychology1(7), 378-392.
  • Gube, M. and Hennelly, D.S. (2022). ‘Resilient Organizations Make Psychological Safety a Strategic Priority: How leaders can enhance integrity, innovation, and inclusion’, Harvard Business Review Digital Articles, 25 August 2021, p1-9.
  • Kegan, R. and Lahey, L.L. (2001). ‘The Real Reason People Won’t Change’, Harvard Business Review, 79(10), p84-92.
  • Kerfoot, K.M. (2009). ‘Denial and Immunity to Change: It Starts with the Leader’, Nursing Economics, 27(6), p422-423.
  • Nembhard, I.M. and Edmondson, A.C. (2006). ‘Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams’, Journal of Organizational Behavior, 27(7), p941-966.
  • Rock, D. (2008). 'SCARF: A Brain-Based Model for Collaborating With and Influencing Others,' Neuroleadership Journal, 1, 1-9.

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