Psychological Safety: A Potential Connection Between Learning Organization Research and Diversity and Inclusion Research?

Abstract: Much of the research in the realm of diversity and inclusion has been focused on how to maximize organizational gain out of related efforts, instead of how to enhance inclusion experiences of employees in order to create a truly authentic, thriving organizational culture (Thomas & Ely, 1996). The dominant paradigm of diversity and inclusion, especially in practice, has been based on a utilitarian perspective that aims to make a “business case,” which oftentimes creates gaps in how the people working for organizations actually perceive their inclusivity (Kwon & Nicolaides, 2017). In this poster presentation, we intend to fill this gap through learning organization research and by inviting learning organization scholars to think together about how, if at all, creating a learning organization may show promise for future diversity and inclusion work.
Learning Organization
Learning organization is simply defined as an organization with a culture that “fosters continuous learning and persistently adapt to the transforming environment (Malik, & Garg, 2020, p.1075). As we are living in a volatile, uncertain, complex, and ambiguous world, the concept of learning organization has become more relevant and useful than ever before to address the consistent barrage of information employees are deciphering. Since Peter Senge published his classic book “The Fifth Discipline” (1990), leaders have been trying to build a system that continuously learns and adapts to be more collaborative, innovative, and responsive to change. Such an approach to leading organizations has been proven to be effective in dealing with complex adaptive challenges (Heifetz & Laurie, 1997). One such complex, adaptive challenge in the workplace can be the introduction of diversity and inclusion strategies because of the vast amount of information, organizational and individual change, and whose tactics are continually changing interpersonal relationships in work environments (Dreachslin et. al, 2017).
Creating a system that is not only diverse but also just, equitable, and inclusive cannot be accomplished in a technical manner as if there is a set solution. Instead, the solution requires the involvement of various stakeholders and the ongoing examination of how existing structures, policies, and procedures impact the everyday experiences of diverse individuals and groups in organizations(Wasserman, 2020; Wasserman, Gallegos, & Ferdman, 2008). Inclusion is a process and not a checkbox; no system can be perfect at once, and there are always going to be areas for improvement, which is why diversity and inclusion efforts need to be approached from a learning perspective.
Aim of Research
Specifically, the aim of this work-in-progress research is to explore the connection between learning organization research and diversity and inclusion research through the concept of psychological safety. Psychological safety in practice is the belief that an employee can speak up without fear of retribution (Psychological safety and the critical role of leadership development, 2021). Despite its role in creating a learning organization, psychological safety surprisingly has not been actively discussed by learning organization scholars, and in a similar vein, it has been largely missed out in diversity and inclusion research as a way of enhancing the authentic inclusion experiences of people with minoritized identities by allowing them to be fully themselves at work. By drawing upon Amy Edmondson’s notion of fearless organization, a version of learning organization that fosters ongoing learning and innovation by creating psychological safety, we propose psychological safety as a useful concept that can advance research on both learning organization and diversity and inclusion (1999). We further call for a new inquiry that explores various diversity and inclusion issues in the context of learning organization, as a way of opening up a new learning-oriented paradigm of diversity and inclusion that goes beyond the current business case approach.
Proposed Research
Learning organization research and diversity and inclusion research have evolved separately following their own path, and thus their area of convergence has not yet been explored. In this work-in-progress poster presentation, the authors propose psychological safety as a useful concept that may help scholars involved in respective line of research to collaborate and synergize. Through a critical analysis of existing literature in both sides, the authors argue that psychological safety is an essential condition for continuous learning in organizations, while allowing people with minoritized identities to be fully themselves and experience authentic inclusion. The authors call for more research that explores the connection between learning organization and diversity and inclusion and welcome the opportunity to brainstorm possible research ideas with the session participants.