In a Gallup poll, only 3 in 10 employees strongly agreed that their opinions count at work.
That number should concern any leader pursuing Lean or continuous improvement–because without psychological safety, it's nearly impossible for Lean to take root, let alone thrive.
That's the theme of my new article published by the Shingo Institute:
Psychological Safety: The Foundation for Lean and Continuous Improvement
And I'll be discussing this topic in an upcoming webinar:
Psychological Safety as the Foundation of Continuous Improvement
Date: April 22, 2025
Time: 11:00 AM (Eastern)
Register here: Zoom Webinar Link
Lean Without Psychological Safety Is Like Kaizen Without “Kai”
In my work across industries–healthcare, manufacturing, tech–I've seen how psychological safety is the often-missing precondition for sustained improvement.
It's not enough to install daily huddle boards, Andon cords, or improvement systems. Without a culture where people feel safe to speak up, admit mistakes, and test new ideas, these tools become just that–tools, without impact.
I wrote about one such hospital where the boards were perfectly installed, but months later, still empty. Why? Fear and futility. Fear of being blamed, and a sense that speaking up wouldn't lead to change.
That's not a people problem–it's a leadership problem.
Building Safety Through the Shingo Lens
In the article, I explore how five Shingo Guiding Principles support psychological safety and continuous improvement:
- Respect Every Individual – Not just about civility, but about creating space where people truly feel heard and valued.
- Lead with Humility – Leaders who admit mistakes and seek feedback model the behavior they want to see.
- Seek Perfection – Not by avoiding failure, but by encouraging small, safe experiments and learning from what doesn't work.
- Embrace Scientific Thinking – Psychological safety is what allows us to truly follow the PDCA / PDSA cycle.
- Focus on Process – The best organizations ask, “What went wrong in the system?” not, “Who messed up?”
These are not just abstract principles–they're practical and essential.
Recognizing Mistakes as Learning
This topic ties closely to my most recent book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation. I'm incredibly honored that the Shingo Institute has selected the book to receive a Shingo Publication Award, which I'll be accepting formally at the 2025 Annual Shingo Conference on April 29th.
Mistakes are inevitable. Learning from them is a choice. And organizations that choose learning over blame are the ones that thrive.
Join the Conversation
If you're a Lean leader or change agent striving to create a safer, more innovative culture, I hope you'll join the upcoming webinar.
We'll explore:
- How leaders can create safety by modeling humility and respect
- The connection between psychological safety and real PDCA cycles
- Practical steps to shift from a culture of fear to one of improvement
Register here: https://usu-edu.zoom.us/webinar/register/WN_b2ZLzrBsSV2Z85T3RUVeMA#/registration
Final Thought
Ask yourself and your team:
- How safe is it to raise concerns or admit mistakes?
- Are your systems designed to learn, or to punish?
- Do people feel their voices matter?
True Lean is about people first. And when people feel safe to improve, the organization improves with them.
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Check out my latest book, The Mistakes That Make Us: Cultivating a Culture of Learning and Innovation:
