{"id":258598,"date":"2025-12-20T20:10:44","date_gmt":"2025-12-21T01:10:44","guid":{"rendered":"https:\/\/ceoworld.biz\/?p=258598"},"modified":"2025-12-20T20:10:44","modified_gmt":"2025-12-21T01:10:44","slug":"the-productivity-bridge-why-results-permit-groups-teams-to-expect-more","status":"publish","type":"post","link":"https:\/\/ceoworld.biz\/2025\/12\/20\/the-productivity-bridge-why-results-permit-groups-teams-to-expect-more\/","title":{"rendered":"The Productivity Bridge: Why Results Permit Groups &#038; Teams to Expect More"},"content":{"rendered":"<p><span lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\">For years,\u00a0Harvard Business School Professor and best-selling author\u00a0Amy Edmondson\u2019s research on psychological safety has given leaders a powerful lens for understanding team performance. Edmondson\u2019s well-known 2\u00d72 model, which shows psychological safety and accountability not as opposing forces, but as necessary partners, clearly\u00a0illustrates\u00a0where high performance lives: the Learning Zone.\u00a0She characterizes it as\u00a0the\u00a0optimal\u00a0environment where teams have both\u202fhigh psychological safety and high accountability.\u00a0<\/span><\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-258599\" src=\"https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/2x2.webp\" alt=\"Edmondson\u2019s well-known 2\u00d72 model\" width=\"1025\" height=\"727\" srcset=\"https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/2x2.webp 1025w, https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/2x2-300x213.webp 300w, https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/2x2-768x545.webp 768w\" sizes=\"auto, (max-width: 1025px) 100vw, 1025px\" \/><\/p>\n<p>The model is both elegant and\u00a0accurate. Yet in my work with CEO forums and organizational teams,\u00a0I\u2019m\u00a0often asked, \u201cHow does this happen?\u201d\u00a0\u201cHow does having psychological safety alone\u00a0help team\u00a0members\u00a0believe\u00a0they can expect more of themselves?\u201d<\/p>\n<p>To answer these questions about groups (and\u00a0possibly teams), I examined\u00a0Peernovation\u2019s\u00a0Five-Factor model for high-performing peer groups, a reinforcing loop that places productivity between psychological safety and accountability. This model suggests that for groups, achieving psychological safety is not an end goal or something to be\u00a0attained\u00a0for its own sake, but a vital step in fostering greater group productivity and accountability.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-258600\" src=\"https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/5-Factors.webp\" alt=\"Peernovation\u2019s Five-Factor model for high-performing peer groups\" width=\"1025\" height=\"617\" srcset=\"https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/5-Factors.webp 1025w, https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/5-Factors-300x181.webp 300w, https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/5-Factors-768x462.webp 768w, https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/5-Factors-750x450.webp 750w\" sizes=\"auto, (max-width: 1025px) 100vw, 1025px\" \/><\/p>\n<p>Edmondson\u2019s model shows us\u00a0where\u00a0high performance happens. What it\u00a0doesn\u2019t\u00a0explicitly explain\u00a0(at least for me)\u00a0is\u00a0how\u00a0teams gain the confidence to raise expectations without fear.\u00a0What provides the evidence and gives group and team members the permission to shed their self-limiting beliefs and ask more of themselves? The Five Factors would suggest\u00a0that\u00a0it\u2019s\u00a0productivity.\u00a0Let\u2019s\u00a0see where\u00a0it\u00a0takes us.<\/p>\n<p><strong>Psychological Safety Is a Starting Point,\u00a0Not\u00a0a Destination\u00a0<\/strong><\/p>\n<p>Edmondson has been clear, and often misunderstood, about what psychological safety is and\u00a0isn\u2019t.\u00a0It\u2019s\u00a0not about being nice.\u00a0It\u2019s\u00a0not about lowering standards.\u00a0It\u2019s\u00a0about creating an environment where people feel safe to take interpersonal risks in\u00a0the\u00a0service of learning and high performance.<\/p>\n<p>When psychological safety is present, team\u00a0members are more likely to:<\/p>\n<ul>\n<li>Feel accepted for who they are<\/li>\n<li>Speak up with concerns or dissenting views<\/li>\n<li>Admit mistakes and ask questions<\/li>\n<li>Seek out help and\u00a0be open to giving and receiving\u00a0feedback<\/li>\n<li>Experiment, learn, and grow<\/li>\n<\/ul>\n<p>These behaviors\u00a0are essential to driving higher quality\u00a0engagements\u00a0and greater productivity. I see this happening in CEO Forums regularly.\u00a0The\u00a0resulting\u00a0improvements help\u00a0members experience\u00a0the tangible benefits of creating and living in a psychologically safe space, while\u00a0giving them the confidence\u00a0that they may be capable of\u00a0even\u00a0more than they ever realized.\u00a0Productivity gains provide\u00a0group members\u00a0with evidence that psychological safety works,\u00a0not as a philosophy, but as a lived experience.<\/p>\n<p><strong>Productivity as Proof\u00a0That Psychological Safety is a Game-Changer\u00a0\u00a0<\/strong><\/p>\n<p>In high-performing peer forums, something\u00a0fascinating\u00a0happens. As trust and candor increase, members\u00a0don\u2019t\u00a0just feel better;\u00a0they perform better.\u00a0Conversations run deeper, and they talk less about symptoms and more about root causes. They prepare more thoroughly,\u00a0participate\u00a0more actively, and ask questions with greater veracity.<\/p>\n<p>That progress, as incremental as it can be\u00a0at\u00a0times,\u00a0matters more than\u00a0members\u00a0often realize.\u00a0When\u00a0forum members see how\u00a0honest dialogue improves outcomes,\u00a0there is not only a shift in the group, but a new understanding of how psychological safety can drive higher performance in their organizations.<\/p>\n<p><strong>Shedding Self-Limiting Beliefs\u00a0<\/strong><\/p>\n<p>Every\u00a0group,\u00a0and,\u00a0I would suggest,\u00a0team\u00a0carries unspoken assumptions about\u00a0what\u2019s\u00a0possible:<\/p>\n<ul>\n<li>\u201cThat\u2019s just the way\u00a0we\u00a0work.\u201d<\/li>\n<li>\u201cWe\u2019re not great at holding each other accountable.\u201d<\/li>\n<li>\u201cIf we push harder, people will shut down.\u201d<\/li>\n<\/ul>\n<p>These beliefs are rarely challenged directly. They fade\u00a0in an environment where psychological safety is high and\u00a0when contradicted by experience.<\/p>\n<p>When\u00a0groups and\u00a0teams see tangible improvement,\u00a0they begin to shed\u00a0their\u00a0self-limiting beliefs. Confidence grows organically, not through exhortation but through evidence.\u00a0And with confidence comes permission.\u00a0This serves as the bridge to the Learning Zone.<\/p>\n<p><strong>Raising Expectations Without Fear\u00a0<\/strong><\/p>\n<p>CEO Forums\u00a0that have experienced productivity gains begin to raise expectations of one another,\u00a0not because\u00a0the Group Chair or Forum Leader\u00a0demands it, but because the\u00a0members\u00a0now believe\u00a0it\u2019s\u00a0both fair and achievable.<\/p>\n<p>The internal conversation changes:<\/p>\n<ul>\n<li>From\u00a0\u201cWho am I to challenge you?\u201d<\/li>\n<li>To\u00a0\u201cWe owe it to each other to bring our best.\u201d<\/li>\n<\/ul>\n<p>Accountability stops feeling imposed and starts feeling earned. Peer-to-peer challenge becomes an act of respect.\u00a0Stretch no longer triggers anxiety because\u00a0it\u2019s\u00a0grounded in proof.<\/p>\n<p><strong>The Productivity Bridge to the Learning Zone\u00a0<\/strong><\/p>\n<p>This dynamic can be visualized as a bridge:\u00a0The Productivity Bridge to the Learning Zone.<\/p>\n<p>Psychological safety creates\u00a0the conditions\u00a0for better\u00a0collaboration.<br \/>\nBetter\u00a0collaboration\u00a0leads to better work.<br \/>\nBetter work builds confidence.<br \/>\nConfidence allows teams to raise expectations without fear.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-258602\" src=\"https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/Productivity-Bridge-Model_batcheditor.webp\" alt=\"The Productivity Bridge to the Learning Zone \" width=\"1025\" height=\"792\" srcset=\"https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/Productivity-Bridge-Model_batcheditor.webp 1025w, https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/Productivity-Bridge-Model_batcheditor-300x232.webp 300w, https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/Productivity-Bridge-Model_batcheditor-768x593.webp 768w, https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/12\/Productivity-Bridge-Model_batcheditor-110x85.webp 110w\" sizes=\"auto, (max-width: 1025px) 100vw, 1025px\" \/><\/p>\n<p>Or more simply:<\/p>\n<p><strong>Productivity gains help teams shed self-limiting beliefs and raise expectations\u00a0\u2013 performance, behavior, contribution, and of one another.\u00a0<\/strong><\/p>\n<p>Productivity\u00a0doesn\u2019t\u00a0replace psychological safety or accountability. It connects them. It is the reinforcing mechanism that allows teams to move from intention to\u00a0high\u00a0performance.<\/p>\n<p><strong>Why This Matters for Leaders\u00a0<\/strong><\/p>\n<p>For CEOs and senior leaders, the implication is clear:<\/p>\n<ul>\n<li>Don\u2019t\u00a0double\u00a0down on\u00a0accountability before teams have evidence they can succeed.<\/li>\n<li>Don\u2019t\u00a0treat psychological safety as an end state.<\/li>\n<li>Pay attention to\u00a0early productivity gains and how they\u00a0impact\u00a0team confidence.<\/li>\n<\/ul>\n<p>When leaders recognize productivity as proof rather than pressure, they stop asking, \u201cHow do I hold people more accountable?\u201d and start asking, \u201cWhat conditions will allow this team to believe they\u2019re capable of more?\u201d<\/p>\n<p>That shift makes all the difference.<\/p>\n<p><strong>Standing on Strong Shoulders\u00a0<\/strong><\/p>\n<p>Amy Edmondson\u2019s work has given leaders an indispensable framework for understanding team dynamics. The Productivity Bridge\u00a0doesn\u2019t\u00a0compete with that model;\u00a0it humbly offers\u00a0additional\u00a0clarity\u00a0by explaining how\u00a0groups and\u00a0teams\u00a0can enter\u00a0the Learning Zone and\u00a0understand what it takes to stay there.<\/p>\n<p>That said, I offer this point of view as the start of a conversation;\u00a0so\u00a0let\u2019s keep it going\u00a0in CEO Forums,\u00a0inside the walls of today\u2019s organizations,\u00a0and in the halls of our top academic institutions, where researchers can either prove, disprove, or build on what\u2019s been suggested here.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>For years,\u00a0Harvard Business School Professor and best-selling author\u00a0Amy Edmondson\u2019s research on psychological safety has given leaders a powerful lens for understanding team performance. Edmondson\u2019s well-known 2\u00d72 model, which shows psychological safety and accountability not as opposing forces, but as necessary partners, clearly\u00a0illustrates\u00a0where high performance lives: the Learning Zone.\u00a0She characterizes it as\u00a0the\u00a0optimal\u00a0environment where teams have both\u202fhigh [&hellip;]<\/p>\n","protected":false},"author":2355,"featured_media":257366,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[34462],"tags":[36203,36204,36205,36244,36301,37224,37225,37227,37231,37242,37248,37260],"class_list":["post-258598","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-executive-briefing","tag-chief-experience-officer-insider","tag-chief-human-resources-officer-insider","tag-chief-government-relations-officer-insider","tag-chief-financial-officer-insider","tag-chief-everything-officer-insider","tag-chief-happiness-officer-insider","tag-chief-green-officer-insider","tag-chief-growth-officer-insider","tag-chief-inclusion-officer-insider","tag-chief-information-governance-officer-insider","tag-chief-fiduciary-officer-insider","tag-chief-health-officer-insider"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.7 (Yoast SEO v26.7) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>The Productivity Bridge: Why Results Permit Groups &amp; Teams to Expect More - CEOWORLD magazine<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/ceoworld.biz\/2025\/12\/20\/the-productivity-bridge-why-results-permit-groups-teams-to-expect-more\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Productivity Bridge: Why Results Permit Groups &amp; Teams to Expect More - CEOWORLD magazine\" \/>\n<meta property=\"og:description\" content=\"For years,\u00a0Harvard Business School Professor and best-selling author\u00a0Amy Edmondson\u2019s research on psychological safety has given leaders a powerful lens for understanding team performance. Edmondson\u2019s well-known 2\u00d72 model, which shows psychological safety and accountability not as opposing forces, but as necessary partners, clearly\u00a0illustrates\u00a0where high performance lives: the Learning Zone.\u00a0She characterizes it as\u00a0the\u00a0optimal\u00a0environment where teams have both\u202fhigh [&hellip;]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/ceoworld.biz\/2025\/12\/20\/the-productivity-bridge-why-results-permit-groups-teams-to-expect-more\/\" \/>\n<meta property=\"og:site_name\" content=\"CEOWORLD magazine\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/ceoworldmag\" \/>\n<meta property=\"article:published_time\" content=\"2025-12-21T01:10:44+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/ceoworld.biz\/wp-content\/uploads\/2025\/11\/Leo-Bottary.jpg?wsr\" \/>\n\t<meta property=\"og:image:width\" content=\"1024\" \/>\n\t<meta property=\"og:image:height\" content=\"1024\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Leo Bottary\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@ceoworld\" \/>\n<meta name=\"twitter:site\" content=\"@ceoworld\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Leo Bottary\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/ceoworld.biz\/2025\/12\/20\/the-productivity-bridge-why-results-permit-groups-teams-to-expect-more\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/ceoworld.biz\/2025\/12\/20\/the-productivity-bridge-why-results-permit-groups-teams-to-expect-more\/\"},\"author\":{\"name\":\"Leo Bottary\",\"@id\":\"https:\/\/ceoworld.biz\/#\/schema\/person\/571029c8b20c1d57c54b2548ea32f877\"},\"headline\":\"The Productivity Bridge: Why Results Permit Groups &#038; 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Leo takes what the highest-performing CEO forums have been doing so brilliantly for decades to help members maximize the value of their group experience and apply these principles and practices to the teams in their organizations. He is an award-winning author of three books, along with a second edition of Peernovation: Forged by CEO Forums. Perfected for Teams, which was released in 2025. Leo is also a keynote speaker, workshop facilitator, opinion columnist and external advisory board member for CEOWORLD magazine, and an adjunct professor for Rutgers University. Books by Leo Bottary: Peernovation: (Second Edition) Forged by CEO Forums. Perfected for Teams. Peernovation: What Peer Advisory Groups Can Teach Us About Building High-Performing Teams. What Anyone Can Do: How Surrounding Yourself with the Right People Will Drive Change, Opportunity, and Personal Growth. The Power of Peers: How the Company You Keep Drives Leadership, Growth, and Success. 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