Over the years there has been a fundamental shift from the industrial revolution to the
present time of great technological advances and digitization of businesses and
society. A highly connected world (globalisation), the internet of things
(IOTs) and artificial intelligence (AI) has birthed a knowledge economy across all
industry sector globally. This has resulted in a huge shift from work
standardization to a highly collaborative and ideas generation environment, that
fosters innovation of product and services, in a perpetually changing business
environment driven by val. As a result, humans remain the
most important and valuable resource and organisations large and small go to great
lengths to get the best talent (Martins, 2011). To compete favourably and achieve
responsiveness, these talents are organised into cross functional multidisciplinary
Agile (see Appendix A) product-centric teams, working independently and
autonomously around a product or service (Galbraith, 2002).
Increasingly, due to the complexity of work, organisations depend on teams working
interdependently and collaboratively with a high level of trust to innovate and create
value (Saavedra, Earley and Van Dyne, 1993). The success of this way of working, is
highly dependent on their ability to have quality interactions, speaking up, questioning,
sharing knowledge, concerns, failures and ideas. Leveraging conflicts and constantly
exhibiting a mindset of radical candor (Vich and Kim, 2016) requires a psycholog