Librarian by Day

I started reading more on the topic of psychological safety due to some recent conversations and it I think it is an important follow up to the post on setting boundaries at work. One particular conversation shined a light on the conflict between psychological safety and the veneer of niceness that librarians value so much, so I am highlighting that aspect here as well.

Psychological safety, a term coined to describe an environment where individuals feel free to express their thoughts without fear of repercussion, is not just a nice-to-have; it’s essential for workplace wellbeing. It fosters innovation, encourages the sharing of ideas, and supports mental health. Librarians can struggle with psychological safety because we prefer the veneer of niceness over almost all else. We often conflate niceness with kindness. It is hard to have psychological safety when team mates are afraid to express thoughts and be their authentic selves because any type of nonconformity is perceived as not nice.

On the surface, niceness seems positive. It’s a quality many libraries pride themselves on, fostering a welcoming atmosphere for patrons. However, internally, it can create an environment where difficult conversations are avoided for fear of disrupting the peace, where no one questions bad ideas or new policies that create bureaucracy instead of solving problems. This silence, in the name of niceness, hinders the growth and adaptation necessary for a safe and inclusive workplace.

Focusing on maintaining a veneer of niceness internally can result in a reluctance to address conflicts directly. This avoidance can allow small misunderstandings to fester into significant issues, damaging team dynamics and morale. The overly nice work environment can also blur the lines between personal and professional boundaries. It contributes to the idea that work colleagues are family, making it hard to enforce personal and work boundaries. Librarians may feel compelled to take on extra tasks or work beyond their capacity in the spirit of being seen as helpful and nice, risking burnout and resentment.

We can address this by working to create a psychologically safe environment where librarians feel safe expressing concerns and working together on solutions, developing the foundation for a cohesive and supportive team. Psychological safety is a concept that refers to an individual’s perception of the consequences of taking an interpersonal risk within a group or team setting. This concept was popularized by Amy Edmondson, a professor at Harvard Business School, through her research and writings. In a psychologically safe environment, individuals feel comfortable expressing themselves, sharing concerns, asking questions, and admitting mistakes without fear of embarrassment, rejection, or punishment.

When team members do not fear being punished or marginalized for speaking up or making mistakes, they are more likely to:

• Engage in creative problem-solving
• Share innovative ideas
• Learn from their mistakes and successes
• Collaborate effectively with team members

It also plays a crucial role in supporting a culture of inclusivity, where diversity of thought is valued and encouraged.

Transitioning towards a culture that values psychological safety involves embracing authenticity, differing personalities, cultures, and backgrounds and fostering open, honest communication. This shift requires recognizing the harms of enforcing niceness and seeking ways to encourage genuine interactions among staff.

By shifting the focus from a superficial culture of niceness to one of psychological safety and authenticity, we can create an environment where librarians thrive, contributing their best work to the institution’s mission. This approach not only enhances the well-being of individual librarians but also creates a healthy work environment which positions the library as a place of innovation, collaboration, and community engagement.

Fostering True Psychological Safety

Addressing these challenges requires a multifaceted approach. It starts with acknowledging the limitations of niceness as a core organizational value. From there, libraries can create environments where staff feel valued for their individuality, contributions, and potential.

Open Dialogue: Encourage conversations about mental health, work-life balance, and the pressures of library work. We should frame these discussions as acceptable and essential for the libraries health and the wellbeing of staff.

Redefine Niceness: Shift from a superficial interpretation of niceness to a deeper commitment to kindness, empathy, and genuine support for one another. This includes creating spaces for constructive feedback and open communication about workplace challenges.

Empowerment through Policy: Implement policies that reflect an understanding of the unique pressures faced by library staff. This could include flexible working arrangements, professional development opportunities focused on mental health, clear avenues for minor conflicts, and addressing grievances.

Embrace failure: Reframing failure as an opportunity for learning and growth is important. Too often, we feel that we must be perfect in all things on the first try. When an organization or team culture explicitly recognizes failure as an inevitable part of learning and growth, it removes the stigma associated with making mistakes. By normalizing and learning from failures rather than penalizing them, teams can cultivate resilience, enhance problem-solving skills, and drive continuous improvement, contributing significantly to overall success and adaptability.

Celebrate differences: Creating an environment where employees feel they can be their whole selves at work is an important part of psychological safety. When team members are free to express all aspects of their identity—such as race, ethnicity, gender, sexual orientation, background, neurodiversity, ability, and family status—without fear of judgment, it affirms their value within the team and enriches the organization’s culture. This supportive atmosphere encourages open-mindedness and enhances team collaboration, innovation, and trust.  

Seek Input: Encouraging the sharing of input from everyone, including encouraging people to think out loud or share half-formed thoughts, is a critical component of psychological safety. It signals to all team members that their contributions are valued, and perfection is not required to contribute and collaborate. 

Accept Disagreement :  Creating a space where librarians can express differing opinions without fear of retribution or judgment is crucial for wellbeing. Constructive disagreement should be seen as an opportunity for growth and learning, enriching the library’s culture and output. We should increase our comfort with disagreement and lack of consensus. 

Explore Conflict: When managed constructively, conflict can lead to significant growth and deeper understanding among team members. It’s essential for leaders and team members alike to develop skills in conflict resolution and to approach disagreements with empathy, openness, and a commitment to mutual respect. Creating a norm where we see differing views as opportunities for exploration rather than threats ensures we address conflicts early. Effective conflict management involves actively listening to all perspectives, seeking common ground, and facilitating solutions that respect everyone’s contributions.

Recommended Readings

Bologna, C. (2023, October 19). Nice vs. Kind: The Difference Is Significant. HuffPost Life. https://www.huffpost.com/entry/nice-kind-difference_l_650b53ffe4b0d75184692b0e

Carnahan, B. (2023, July 7). How to Create a Psychologically Safe Workplace. Harvard Business School. https://www.hbs.edu/recruiting/insights-and-advice/blog/post/how-to-create-a-psychologically-safe-workplace

Clark, T. R. (2021, June 25). The Hazards of a “Nice” Company Culture. Harvard Business Review. https://hbr.org/2021/06/the-hazards-of-a-nice-company-culture

HERWAY, J. (2017, December 7). How to Create a Culture of Psychological Safety. Gallup.Com. https://www.gallup.com/workplace/236198/create-culture-psychological-safety.aspx

Hopwood, J. (2023). Understanding the Importance of Creativity Towards Psychological Safety in the Library Workplace. School of Information Student Research Journal, 12(2). https://doi.org/10.31979/2575-2499.120202

Martin, M. (2021, May 28). Fostering Psychological Safety In The Workplace. Forbes. https://www.forbes.com/sites/forbescoachescouncil/2021/05/28/fostering-psychological-safety-in-the-workplace/

Newman, A., Donohue, R., & Eva, N. (2017). Psychological safety: A systematic review of the literature. Human Resource Management Review, 27(3), 521–535. https://doi.org/10.1016/j.hrmr.2017.01.001

Psychological Safety and DEI. (n.d.). Toward a Respectful Workplace, Michigan State University. Retrieved April 4, 2024, from https://workplace.msu.edu/psychological-safety-and-dei/

Ravishankar, R. A. (2022, December 1). A Guide to Building Psychological Safety on Your Team. Harvard Business Review. https://hbr.org/2022/12/a-guide-to-building-psychological-safety-on-your-team

Solis-Moreira, J. (2023, December 13). The difference between being nice and kind | CNN. CNN. https://www.cnn.com/2023/11/13/health/nice-vs-kind-difference-wellness/index.html

What is psychological safety at work? Here’s how to start creating it. (n.d.). American Psychological Association https://www.apa.org/topics/healthy-workplaces/psychological-safety