Study explores aspects of psychological safety in different work settings
Hybrid workers are more likely to cover up their mistakes and view failure as a weakness than fully remote or office-based workers, new research suggests.
15 February 2024
The study, published in the British Psychological Society's Research and Assessment Matters periodical, reveals that more than triple the number of hybrid than office workers tend not to share and subsequently learn from their mistakes. They are also more likely to see failure as a weakness.
Hybrid workers are also more likely to escalate queries unnecessarily to their bosses and seek consensus to avoid drawing attention to themselves, the study found.
Based on 673 responses to a questionnaire, the research explores different aspects of psychological safety – such as how confident people feel to speak up at work, share ideas and admit mistakes – in different work environments.
Of the total number of participants, 208 were hybrid staff, working partly at home and partly in the office; 207 worked entirely from an office and 258 worked entirely from home.
Participants were asked about their attitudes towards failure and making mistakes, and whether they owned up to their mistakes or tended to sweep them under the carpet.
It found more than triple the number of hybrid workers (29 per cent) than office workers (9 per cent) and nearly double the number of hybrid than home workers (15 per cent) were more likely to see failure in a negative light and not to admit to their mistakes.
The study revealed that there were significant differences for all the psychological safety aspects examined – which also included how trusting staff were of each other and how professionally focused they felt.
Overall, hybrid workers have the lowest levels of psychological safety, while office workers have the highest levels.
Dr Amanda Potter, a chartered psychologist and lead author of the study, said:
"The figures are quite striking. They suggest that hybrid workers tend to avoid reporting their mistakes as it could be seen as a sign of weakness or of being judged and they may see failure in a negative light."
The study revealed that 34 per cent of hybrid workers tended to defer to leadership, escalating queries up the chain of command when it is not necessary, compared to 22 per cent of home workers and 19 per cent of office workers.
It also found that 33 per cent of hybrid workers who completed the questionnaire were consensus-driven and less likely to speak up and share ideas. This contrasted with 21 per cent of home workers and 9 per cent of office workers.
Dr Potter added:
"It is essential to acknowledge that no one size fits all and that every working pattern comes with its own advantages and disadvantages, though there appear to be particular challenges associated with the hybrid model.
"The hybrid model only works well if it is well organised, for example, when staff go into the office on the same day and do a social activity together when they are in the office."
Read more about the study - Hybrid Working: At what cost?
Dr Amanda Potter is CEO of Zircon Management Consulting Ltd, publishers of the BeTalent Psychological Safety Questionnaire used in the study.