A recent study by Anca Metiu from ESSEC Business School and Jinia Mukerjee from Montpellier Business School, published in the Journal of Product Innovation Management, sheds light on the significance of playful behaviour practices in generating psychological safety and driving innovation within organisations. The Playfulness Institute recognises the importance of these findings and their potential to transform modern workplaces.
The researchers delved into the concept of psychological safety, which refers to how individuals perceive the consequences of taking interpersonal risks in their work environment. When employees feel safe and supported, they are more likely to speak up, share ideas, and take risks without fear of judgment or criticism. This atmosphere of psychological safety is crucial for fostering innovation, as it encourages creativity, initiative-taking, and challenging the status quo.
The study highlights the role of non-task-related play in promoting psychological safety. By engaging in activities such as telling jokes, playing games, or participating in informal interactions, colleagues can develop stronger interpersonal relationships and trust. These playful moments create a relaxed environment where employees feel more comfortable being their authentic selves and taking risks.
Through extensive fieldwork at an Indian high-tech innovation firm, the researchers identified a four-step process in each play episode: initiating play, amplifying play, spreading play, and engaging in demonstrative behaviour. This process fostered vulnerability and comradeship among employees, which in turn enhanced five key components of psychological safety: voicing ideas without fear, mutual respect, sharing constructive feedback, supporting risk-taking and learning from mistakes, and helping one another.
Moreover, the study revealed a positive feedback loop between psychological safety and play practices. As psychological safety increased, it reinforced the engagement in play, further strengthening vulnerability and comradeship. This virtuous circle ultimately facilitated four aspects of innovation: generating new ideas, finding collaborators, tackling tough conversations, and devoting increased effort to complex projects.
The Playfulness Institute recognises the practical implications of this research for organisations seeking to cultivate innovation. Managers should encourage and support playfulness at work, while ensuring that it remains voluntary and not enforced. Creating a culture that values vulnerability and comradeship is essential, and managers can lead by example by sharing personal information and promoting team-building activities.
However, it is crucial to note that simply installing a foosball table is not enough. Organisations must foster a holistic culture that supports play, innovative work design, and a genuine commitment to innovation. By embracing playfulness and psychological safety, companies can create an environment where employees feel empowered to take risks, share ideas, and drive innovation forward.
As the world continues to evolve, organisations must adapt and innovate to stay competitive. The research conducted by Anca Metiu and Jinia Mukerjee provides valuable insights into how playful behaviour practices can contribute to psychological safety and innovation. The Playfulness Institute encourages organisations to embrace these findings and cultivate a culture of play, vulnerability, and comradeship to unlock the full potential of their workforce and thrive in the 21st century.
