Siad Fartoon M, Rabi Doreen M
Department of Medicine, University of Toronto, Toronto, Ontario, Canada.
Department of Medicine, Cumming School of Medicine, University of Calgary, Calgary, Alberta, Canada.
CJC Open. 2021 Sep 23;3(12 Suppl):S174-S179. doi: 10.1016/j.cjco.2021.08.018. eCollection 2021 Dec.
Psychologically safe organizational cultures are inherently inclusive and promote healthy sharing of power and knowledge. These conditions allow innovation to thrive and optimize member performance. Unfortunately, despite its evidence-based nature, the field of medicine continues to struggle with providing safe environments for its members. Several cultural barriers to psychological safety permit endemic harassment. These include having large power gradients, a weak ethical climate, and a number of enabling structural factors that maintain a toxic culture. Moving toward psychological safety will be challenging work, as it requires a difficult and complex analysis of the shared value system that enables the status quo. Programs and policies that promote equity, diversity, and inclusion are an important start, but they are likely insufficient on their own to achieve psychological safety. Leadership that models difficult reflection and supports inclusive transformation is the key to a safe culture shift.
心理安全的组织文化本质上具有包容性，并促进权力和知识的健康共享。这些条件能让创新蓬勃发展并优化成员绩效。不幸的是，尽管医学领域有循证基础，但在为其成员提供安全环境方面仍面临困难。心理安全存在若干文化障碍，导致骚扰行为盛行。这些障碍包括权力梯度大、道德氛围薄弱以及一些维持不良文化的结构性因素。迈向心理安全将是一项具有挑战性的工作，因为这需要对维持现状的共享价值体系进行艰难而复杂的分析。促进公平、多样性和包容性的项目与政策是重要的开端，但仅靠它们自身可能不足以实现心理安全。以身作则进行深刻反思并支持包容性变革的领导力是实现安全文化转变的关键。
