Training Industry Magazine - March/April 2020 - 43

occurring, and then surfacing them for
the group to deal with consciously.

SAFETY INSTRUCTIONS:
When the process starts to feel
uncomfortable:
1. Breathe.
2. Acknowledge the tension and name
any dysfunctional behaviors.
3. Normalize productive discomfort -
reinforce that this is an important part
of the creative process.
4. Listen to responses - both what is
being said and what is left unsaid.
5. Get curious - ask people about their
experience in the moment.
6. Summarize and synthesize what is
important to move forward.
7. Ask the group where they would like
to go next.

TOOL 5: THE
DEVIL'S ADVOCATE

is the best it can be; social friction
is the office politics and positioning
that creates unnecessary roadblocks.
Decreasing social friction strengthens
relationships in the team, maximizing
results through the mature acceptance
of dissent.
To optimize intellectual and social
friction levels, leaders should be
highly present and hold space for
individuals to share perspectives,
learn, understand and appreciate
each other. This involves being
highly attuned to the team's energy,
paradoxes, dissonances and tensions

Another way to increase creative
tension and destigmatize dissent is to
physically assign it. Choose one or two
individuals who would not necessarily
speak up of their own volition and make
them the devil's advocate. Give them
not only permission but an imperative
to voice issues and concerns not
already uncovered by the group.
Assigned dissent allows groups to
explore conflict without it devolving
into personal or emotional conflict.
It creates an atmosphere of inquiry
where bravery is valued, and the
poking, prodding and taking apart of
ideas is all part of creative process.

SAFETY INSTRUCTIONS:
There is another way to play the
devil's advocate: When conflict or two
solutions arise, invite the opposing
parties to argue the case for the
"other side." This means each must

truly explore and understand the
perspective of the other, rather than
just defending their own.
Like all good things, psychological
safety doesn't happen overnight.
However, by using these safety tools,
you can fast-track it, and with a bit
of luck and enhanced team problemsolving, you'll stumble upon a few
solutions of your own.
Natalie Richardson is a principal
consultant at Performance Frontiers.
With a master's degree in applied
positive psychology and bachelor's
degree in adult education, she is
passionate about transforming human
and organizational systems for positive
change. Email Natalie.

QUESTIONS TO ASK
WHEN USING SAFETY
TOOLS TO RAPIDLY BUILD
PSYCHOLOGICAL SAFETY
1. THE GLUE:
What are some questions team members
can ask each other to prompt a deeper
understanding of who they are?
2. THE FRAME:
How can you lay the foundations for
curiosity and vulnerability at the outset?
What can you do to you make permission
explicit?
3. THE PLAY BUTTON:
How can you keep your team laughing
and on their feet?
4. THE FRICTION FEEDER:
What are some key indicators that
tension has become too great? How can
you help teams balance curiosity and
conviction?
5. THE DEVIL'S ADVOCATE:
Are there any team members whose
voice could be better heard?

T R A I N I N G I N DUSTR Y MAGAZ INE - MODERN LEADERS 2020 I WWW. T RAI NINGINDU S T RY . C OM/ MAGAZ I NE

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Training Industry Magazine - March/April 2020

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