Intrapersonal safety and taking interpersonal risks

Interpersonal vs. Intrapersonal Dynamics in Psychological Safety: Balancing Self and Others in Organisational Contexts

In the organisational behaviour and dynamics, understanding the interplay between interpersonal and intrapersonal dynamics is crucial for fostering a culture of psychological safety. While these terms may sound similar, they refer to distinctly different aspects of human experience within an organisational setting.

Intrapersonal and interpersonal

Interpersonal dynamics pertain to the interactions between individuals within an organisation. It encapsulates the relationships, communication, and the exchange of ideas and feelings between team members. In contrast, intrapersonal dynamics refer to what occurs within an individual – their self-awareness, internal dialogues, beliefs, and emotional processes. Both play a vital role in cultivating an environment where psychological safety thrives.

Psychological safety, a term popularised by Amy Edmondson, refers to “The belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk taking”. This concept is pivotal in contemporary organisational studies, as it directly influences innovation, learning, and the ability to adapt to change.

To understand psychological safety from an interpersonal perspective, consider its foundations in open communication and mutual respect. In a psychologically safe environment, team members feel encouraged to express their ideas, concerns, and mistakes without fear of embarrassment or retribution. This environment nurtures collaborative creativity, as seen in Google’s Project Aristotle, which highlighted psychological safety as the most critical factor in successful teams.

Intrapersonal safety

However, the ability to engage in such open interpersonal exchanges also demands intrapersonal work. Each team member’s inner narrative and self-concept significantly influence their interactions. Self-awareness, a key intrapersonal skill, allows individuals to understand their own emotions and triggers. This understanding is critical for managing reactions and responses in interpersonal settings. As Daniel Goleman points out in his work on emotional intelligence, self-awareness is a precursor to effective emotional regulation, which in turn affects how we relate to others.

Moreover, intrapersonal work involves confronting personal biases and assumptions that can hinder psychological safety. Kahn’s work on personal engagement and disengagement at work illustrates how individual perceptions and feelings can impact the willingness to take risks in interpersonal contexts. For instance, if an individual harbours an unconscious bias that their ideas are less valuable, they are less likely to share those ideas, thereby inhibiting the collective intelligence of the team.

Leaders play a dual role in this dynamic. They must foster interpersonal safety by creating an environment of trust and openness, and they must also engage in their own intrapersonal work to model this behavior.

While psychological safety is an interpersonal concept, it is very much related to the intrapersonal dynamics of each team member. To create a truly safe space for interpersonal risks, individuals must engage in introspective and reflective work to understand and manage their internal beliefs and preferences. This dual approach ensures not only a climate of mutual respect and trust but also a culture where innovation and learning are continuously nurtured through healthy, open exchanges.