Do your people feel safe raising doubts, mistakes and ideas? Staff tell of moments when they spoke up or kept quiet, and interpret them themselves with SenseMaker. The patterns show where speaking up is possible and where it is not.
A fit when
“In meetings everyone nods, and afterwards something else happens.”
Afterwards you know where your people stay quiet and what keeps them from speaking up.
Psychological safety means you can raise something without fearing the consequences. Whether it exists does not show in the nodding in a meeting. It shows in what gets said in the corridor afterwards.
Asking about it directly does not help much. Someone who does not dare to say something will not write it in a questionnaire either. Telling of one concrete moment is easier. The check is internal, with your people.
How it works
We agree the question on a call and design a short SenseMaker collection around it. Staff tell of a moment when they raised something or chose to keep quiet, and interpret it themselves on a few simple scales. The patterns across many stories show where speaking up comes easily and where it does not.
What you get
- The patterns: in which situations your people speak up and when they keep quiet
- What holds them back, in their own words
- The stories behind every pattern
- A handful of small nudges to try