Developing mindful organizing in teams: A participation climate is not enough, teams need to feel safe to challenge their leaders

• Michelle Renecle ^[1] ; Francisco J. Gracia ^[1] ; Inés Tomas ^[1] ; José M. Peiró ^[1]
  1. [1] Universitat de València

     Universitat de València

     Valencia, España

     
• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 36, Nº 3, 2020, págs. 181-193
• Idioma: inglés
• DOI: 10.5093/jwop2020a18
• Títulos paralelos:
  • El desarrollo de la organización consciente en equipos: Un clima de participación no basta, los equipos necesitan sentir seguridad para realizar propuestas críticas a sus líderes
• Enlaces
  • Texto completo (pdf)
• Dialnet Métricas: 1 Cita
• Resumen
  • español

    La organización consciente en equipos es una capacidad colectiva que permite a los equipos anticipar y recuperarse rápidamente de eventos inesperados. Esta capacidad colectiva es especialmente relevante en entornos de alto riesgo donde la fiabilidad en el desempeño es de máxima importancia. En este artículo contribuimos al desarrollo de la teoría de la organización consciente mostrando cómo interactúan dos condiciones de participación y comunicación en la primera línea (seguridad percibida para elevar propuestas críticas y clima de participación) para predecir la organización consciente. Además, arrojamos luz sobre la controversia acerca de los efectos de la organización consciente en la experiencia subjetiva de los equipos en el trabajo, mostrando que lleva a mayor satisfacción laboral del equipo y en consecuencia disminuye la propensión de abandonar la organización a nivel individual. Estas relaciones se pusieron a prueba con un diseño de intervalo temporal con dos momentos de recogida de datos usando una muestra de 47 equipos del sector de la energía nuclear.

  • English

    Mindful organizing (also known as collective mindfulness) is a collective capability that allows teams to anticipate and swiftly recover from unexpected events. This collective capability is especially relevant in high-risk environments where reliability in performance is of utmost importance. In this paper, we build on current mindful organizing theory by showing how two front-line communication and participatory conditions (perceived safety for upward dissent and climate for employee engagement) interact to predict mindful organizing. We shed light on the controversy around mindful organizing’s effect on team’s subjective experience at work by showing that it leads to greater team job satisfaction and thus lowers individual turnover intentions. These relationships were tested using a time-lagged design with two data-collection points using a sample of 47 teams within the nuclear power industry.

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