To the best of my knowledge, there’s no clear model or technique that tells e.g. the manager of a startup how to balance fostering safety against holding high standards which might require telling people they aren’t measuring up.
One way of looking at this problem is to think of the manager as being kind of like a coach. If a coach notices that their athlete is not breaking a sweat, that’s a signal to make the workouts more difficult. If a coach notices symptoms of overtraining, that’s a signal to make the workouts less difficult.
Another way of looking at it is to consider when safety is useful. I suspect that the optimal level of arousal for idea generation is below the optimal level for completion of well-defined next actions.
One way of looking at this problem is to think of the manager as being kind of like a coach. If a coach notices that their athlete is not breaking a sweat, that’s a signal to make the workouts more difficult. If a coach notices symptoms of overtraining, that’s a signal to make the workouts less difficult.
Another way of looking at it is to consider when safety is useful. I suspect that the optimal level of arousal for idea generation is below the optimal level for completion of well-defined next actions.