Self-Summary "What is this article actually saying?" Series: How to Build the Strongest, Invincible, Safe, and Secure Team

Self-Summary "What is this article actually saying?" Series: How to Build the Strongest, Invincible, Safe, and Secure Team

▼ Original article here: How to Build the Strongest, Invincible, Safe, and Secure Team

This note addresses the fundamental question of why "psychological safety" is something that people "know but cannot do" when discussed in organizational theory. As Google's "Project Aristotle" demonstrated, psychological safety is common to the most productive teams, yet everyone struggles with how to implement it in the field. The author presents six approaches to this challenge, structurally organizing the deep psychology of humans and the transformation process of organizational culture.

Step 1 | Unraveling the Mystery of the Heart

The greatest barrier to psychological safety is the fear of "loneliness." To escape that pain, people seek dependent relationships and resort to behaviors like reprimanding or asserting dominance. Understanding this psychological mechanism is the starting point for building a healthy team. (Addiction: Addiction)
Reference:

• Toshihiko Matsumoto, "Drug Addiction"

• Naoto Muranaka, "The Addiction to Scolding Never Stops"

Step 2 | Defining the Organizational Axis

What we should aim for is a Level 5 leader who possesses both "humility" and "strong will." This axis protects the team from unhealthy relationships and leads to sustainable results.
Reference:

• Jim Collins, "Good to Great"

Step 3 | The Leader's Own Transformation

Through the mindfulness training "Search Inside Yourself" from Google, leaders can align their own hearts and cultivate humility and will. This is not just a skill, but an internal preparation for embodying psychological safety.
Reference:

• Chade-Meng Tan, "Search Inside Yourself"

• Bill Duane (Bill Duane and Associates)

Step 4 | Grasping the Essence of Dialogue

"Essential intuition" (Honshitsu Kanshu) means listening carefully to the reasons behind the other person's words. To do this, one needs the attitude of "epoche," which involves putting one's own preconceptions in brackets. Through dialogue, one can cultivate a foundation of common understanding and mutual recognition.
Reference:

• Itoku Tomano, "Introduction to Philosophical Thinking"

• Itoku Tomano, "Textbook of Essential Intuition"

• Jean-Jacques Rousseau, "The Social Contract"

Step 5 | Techniques for 1-on-1 Meetings

By sealing away words like "why," "how come," "always," and "advice," and instead using factual questions like "what," "when," "where," and "who," you can foster the other person's self-esteem and metacognition. This is a practical technique for building trust even within a limited amount of time.
Reference:

• Nobuaki Wada & Toyokazu Nakata, "A Guide to Interactive Facilitation"

• Nobuaki Wada, "How to Talk with People in Developing Countries"

Step 6 | Inclusive Coexistence

By adopting an attitude of "following" and "synchronizing" with the other person, going beyond words and logic, you can create a place where no one is left behind. This attitude is also effective in relationships with people who do not fit into conventional frameworks, such as people with disabilities, the elderly, and children.
Reference:

• Kazuo Itoga, "Let These Children Be the Light of the World"

• Kazuo Itoga, "The Philosophy of Welfare"

• Takao Murase, "Synchronization and Freedom"

• Reference Case: "Creating a Place to Live Together—A Record of a Share House Living with People with Severe Disabilities"
  Introducing an article that brings to mind Takao Murase's philosophy of "following and synchronizing."https://note.com/tomoshizu

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