[{"_1":2,"_68":-5,"_69":-5},"loaderData",{"_3":4,"_38":39,"_66":-5,"_67":-5},"root",{"_5":-5,"_6":-5,"_7":8,"_22":23,"_24":25,"_26":27,"_30":31,"_36":37},"user","shoppingCartId","shoppingCart",{"_9":10,"_11":12,"_13":14,"_15":16,"_17":18,"_19":20,"_21":14},"id","no-cart","count",0,"free",true,"updatedAt","","paymentGateway","STRIPE","cartItems",[],"loading","locale","en","readerTheme","light","constants",{"_28":29},"paypalClientId","AX53Cwz8jR6rVVzzZiZNWWXl0dGagi-GZrjG-S3Ua14E5nrKMn7DxDQ730O4R8LusLPp49ALn6aRVaEy","publishers",{"_32":33,"_34":35},"companies",[],"universities",[],"needsLocaleCookieSync",false,"routes/_store+/_readers+/email_author.$slug/route",{"_40":41,"_65":-5},"book",{"_9":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52},"Z2lkOi8vbGVhbnB1Yi9TdG9yZTo6Qm9va1Byb2R1Y3QvNzcxNzQ","title","Psychological Safety for Lean Leaders","state","published","contactAuthorMethod","email","aboutText","

Your organization has probably invested real money in problem-solving training.

A3 thinking. Root cause analysis. PDSA cycles. Maybe even kata coaching. And the training was probably pretty good.

So why aren't more problems getting solved?

Here's what I keep seeing: the training works fine in the classroom. People learn the methods. They practice on case studies. Then they go back to the floor, or the clinic, or the office -- and the problems don't surface. Not because people can't solve them. Because people don't feel safe raising them.

At one competing automaker's assembly plant, an andon cord got pulled about twice a week. At Toyota, that same cord gets pulled thousands of times a week. Same tool. Same cord. Completely different results -- because of a completely different culture around what happens when someone pulls it.

That gap between \"we have the tool\" and \"people actually use it\" is what this book is about.

The missing precondition

Psychological safety isn't a soft concept you bolt onto a Lean program. It's the reason the program works or doesn't. If people don't believe it's safe to say \"I made a mistake\" or \"this process isn't working\" or \"I think we're wrong about this,\" then your problem-solving capability is sitting idle. You've built an engine and cut the fuel line.

This book connects psychological safety directly to continuous improvement -- not as a parallel initiative, not as an HR program, but as the precondition that makes everything else possible.

What's in the book

The first three chapters are about what's actually happening in your organization right now. The andon cord that never gets pulled. The suggestion box that collects dust. The gemba walk where everyone says \"things are going well\" and the leader accepts it. The employee who got fired for a mistake -- and then the next employee made the same one, because nobody fixed the process. If your problem-solving training is underperforming, these chapters will probably tell you why.

The middle of the book gets specific about leadership behavior. Not philosophy. Behavior. What do you say in a daily huddle when someone admits a mistake? What question do you ask on a gemba walk instead of \"how's it going?\" What does it actually look like to reward candor instead of just tolerating it? I walk through modeling, encouraging, and rewarding the behaviors that build psychological safety -- with examples from Toyota, healthcare, GE Aerospace, and smaller organizations where one leader changed the conversation.

The final chapters connect psychological safety back to Lean systems, handle the \"nice vs. kind\" distinction that trips up well-meaning leaders, and give you a way to measure progress. The last chapter is short: pick one team, pick one meeting, change one behavior this week.

Why buy it now

This is a Leanpub in-progress book. Chapter 1 is available now. You'll get each new chapter as it's completed, and the final book when it's done. The price will go up as chapters are added.

If you've read The Mistakes That Make Us, this is the practical companion -- less storytelling, more \"what do I do on Tuesday.\" If you haven't read it, this book stands on its own.

I've spent years thinking about why Lean transformations stall. The answer keeps coming back to the same place: people stay quiet because staying quiet is rational. They've learned it's not safe, or they've learned it doesn't matter. Both are fixable. But only if leaders change what they do, not just what they say they believe.

That's what this book is for.

-- Mark Graban

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