Abstract
Psychological safety in temporary organisations We explore how psychological safety—a team’s shared experience that it is safe to take inter-per-sonal risks—is possible in temporary self-man-aging organisations. Our findings present team-work practices used by a highly diverse group that constructed a complex art installation for the Burning Man festival. Based on a question-naire and a qualitative analysis of 20 interviews, we suggest that the team experienced radically high psychological safety because it defined the project’s concept through co-creation, gave par-ticipants complete freedom to choose their roles, and collectively challenged participants
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