Deep Dive
Let's Talk deck is grounded in solid research on the topics of listening, safety, and change. This is our reading room - the papers we return to, and the ones we hand to skeptics.
Amy C. Edmondson · Administrative Science Quarterly · 1999
The paper that named psychological safety and showed it is the strongest predictor of team learning. The theoretical foundation of the deck.
Read paper →Itzchakov & Kluger · Harvard Business Review · 2018
High-quality listening produces measurable shifts in speakers' self-insight, attitude clarity, and openness to change.
Read paper →Itzchakov, Kluger, Castro · Personality and Social Psychology Bulletin · 2016
When listeners are attentive and non-judgmental, speakers become less defensive and more willing to explore contradictions in their own thinking.
Read paper →Edmondson, Bohmer, Pisano · Administrative Science Quarterly · 2001
How team leaders' framing of new work shapes whether members speak up. Small linguistic choices produce large behavioral differences.
Read paper →Charles Duhigg · The New York Times Magazine · 2016
Project Aristotle's finding: who is on the team matters less than how the team talks. Turn-taking and safety outperformed talent stacking.
Read paper →Rosabeth Moss Kanter · Harvard Business Review · 2012
Ten reasons people resist change - and how surfacing them in conversation dismantles most of the resistance.
Read paper →Castro, Anseel, Kluger, Lloyd, Turjeman-Levi · Psychology of Aesthetics, Creativity, and the Arts · 2018
Being listened to well makes people more creative - and the mechanism is psychological safety. Empirical backbone for why the deck's ritual works.
Read paper →Amy C. Edmondson · Jossey-Bass · 2012
The practical companion to the 1999 paper: how leaders build environments where speaking up is the default, not the exception.
Read paper →One more thing
The papers tell you what works. The deck is how you put it in the hands of every manager on Monday morning.