Psychological safety in conditions of professional stress

Context and relevance. In the 21st century, we can observe constantly changing conditions in the political, social, economic and spiritual spheres of modern society, as a result of which various specialists may face professional stress and a low level of psychological safety. Thus, the purpose of this theoretical study was to review modern foreign works on the problems of psychological safety in conditions of professional stress and summarize the results in this area, paying attention to the identification of effective practical tools. In this regard, the research question was to identify the latest trends and results of foreign studies in the field of psychological safety when employees experience professional stress. Results. Scientists have identified the following reasons for experiencing professional stress: lack of adaptation mechanisms for employees in the workplace and control over discrimination against women in the professional environment, interpersonal conflicts, fear in communicating with managers, low level of social capital, etc. By ensuring and improving psychological safety, these problems are solved in relation to each employee and team, which has a positive effect on the results of professional activities. Key factors in improving psychological safety today are: establishing optimal and safe conditions for professional activities; developing training programs to overcome difficult situations and develop resilience; recognizing each team member as a unique individual; service-based leadership; actively using mindfulness practices during the workday; establishing positive communication in the team, etc. This paper identifies new trends and directions on the issue under consideration, and emphasizes the need for preventive measures to improve the organizational conditions of professional activities that affect the psycho-emotional state of employees.

Introduction
In the 21st century, issues of psychological safety in the process of implementing work activities are among the most important due to the constantly changing conditions in the political, social, economic and spiritual spheres of modern society, as a result of which specialists may face professional stress.
As is known, stress is the body's reaction to external stimuli, when a psychological state arises in which there is an imbalance between the presence/absence of one's own resources and the requirements of the current situation [14]. Negative signs of such a state are especially aggravated in the context of the implementation of professional tasks carried out in an intensive mode [24]. For example, a study conducted in medical organizations in China during the COVID-19 period showed that in 34 hospitals, 71.5% of employees experienced negative consequences and reactions to the stress they experienced, 50.4% had depression, 44.6% had anxiety, 34% had sleep problems and insomnia. Of course, those who provided direct medical care and had a busy schedule suffered the most [48]. Moreover, in scientific studies, scientists have identified such manifestations of stress in representatives of the medical field as cognitive difficulties [1], problems with remembering work processes and tasks, indifference to their implementation, information overload and the inability to maintain concentration [19]. Stress itself has a great impact on the quality of professional activity and leads to a negative attitude towards it, which causes a desire to quit [21].
Thus, a recent study among 1084 Australian employees showed that those of them who work in places where there is a low level of psychological safety and a large number of overtime hours are at high risk of deep depression. Also, men and women who are involved in professional activities without observing the daily routine and rest begin to stay late at work to a greater extent, which, in turn, again leads to the emergence of symptoms of depression [52]. Based on Stephen Hobfoll's conservation of resources theory, we see that their deficiency, as a rule, contributes to stress and professional burnout. And it is interesting to note that the presence of a small amount of resources, both external and internal, negatively affects the desire for a creative and innovative approach to work, since such employees consider it unproductive. However, their colleagues who have additional resources are much less likely to experience burnout and are willing to take on creative and complex tasks [16], in connection with which we can see how the psychological safety and well-being of employees affects not only their psycho-emotional state, but also the quality of professional activity.
Psychological safety indicates how people are able to cope with the risks that arise in the context of specific interpersonal interactions, for example, in the workplace [53]. It is necessary for people to feel safe and be able to build their behavior in accordance with work conditions and tasks [10], which allows them to effectively achieve professional goals instead of focusing on defending and protecting their boundaries [40]. Thus, psychological safety is indeed a resource that helps create a comfortable environment in the workplace [43], where employees can freely express themselves without fear of negative reactions from colleagues and managers, and, as a result, such an environment naturally reduces professional stress, emotional burnout and ensures well-being in the team. As noted by V. Wang, S.-V. Kang and S.B. Choi, specialists who do not feel psychological safety practically do not take risks, are afraid of mistakes, since a creative solution to any problem does not always imply the possibility of achieving the goal the first time, which makes them experience stress at work, which reduces favorable indicators of well-being. Hence, these authors, based on the theory of conservation of resources by S. Hobfoll, conclude that psychological safety is one of the significant factors in increasing creativity, well-being and reducing stress [49].
Moreover, research among healthcare professionals in California also confirmed the high importance of psychological safety in improving teamwork [8], when colleagues can speak openly about their professional opinions, listen to each other, justify their decisions logically and acknowledge that uncertainty in work tasks is not excluded. All this can create a safe environment for disagreements, which are still resolved together [25]. As Cheryl Ratter, Ghadir Ishkaydef and Tracy H. Porter note, when creating a favorable atmosphere in the work team, the loss of psychological resources (which in turn leads to professional stress) is compensated for by increasing psychological safety [34].

Causes of professional stress
When talking about work stress, it is important to understand that its causes can be very different. For example, for workers in heavy physical labor in the industrial sector, stress will be associated with dangerous conditions of work, for office workers - with the quality of communication between people [28], for representatives of medical professions - with a high risk of infection, irregular working hours, etc. One way or another, regardless of the field of work, all of the above causes of professional stress are a cause for concern for employers, it affects labor productivity and it is precisely this that often leads to frequent absenteeism, decreased performance, low concentration and lack of new ideas.
According to a study by M. Armstrong-Stassen, managers who were transferred from one department to another experienced stress due to new responsibilities and changed responsibility, which negatively affected their activities. In other words, ensuring a smooth transition to new positions and the opportunity for comfortable adaptation to responsibilities and colleagues by the employer will reduce the risk of encountering work stress, the symptoms of which are expressed in dizziness, anxiety, and depression. We see that the lack of adaptation mechanisms for employees will be one of the reasons for experiencing professional stress [2]. At the same time, according to N. Ellizar and M. Yunus, moving to another position and acquiring new responsibilities can play a positive role if this professional stage is perceived as a new experience and acquisition of additional skills [11], but in a work environment where employees are very strict with each other, strictly demanding compliance with all deadlines, completing assigned tasks, forcing excessive workload and solving a number of problems through conflict, stress cannot be avoided, which will reduce the desire to work and increase mental fatigue [51]. As has been said before, psychological safety is directly related to the quality of interaction between employees, therefore, in the described case, one of the reasons for professional stress will also be a conflict situation in interpersonal communications.
It is interesting to note that in modern times, gender has a significant impact on the experience of stress in the professional environment. Women face it much more often than men, since they are assigned several roles at once and they experience greater discrimination compared to the opposite sex. Moreover, women are more easily exposed to stress, since they use a strategy to overcome it through emotional experience, when men tend to use a strategy of logical decision-making, but despite this, women are ready to cope with difficult situations and resist existing pressure [45; 51].
Also, research in the 21st century shows that long working hours, shift work, high workload, lack of sufficient resources and, as a result, fatigue lead to professional stress, emotional exhaustion and burnout [35; 53]. This also includes low wages, professional unsuitability and the impossibility of career growth, which reduce job satisfaction rates [35].
The pandemic times have also revealed such sources of professional stress among medical personnel as the fear of contracting the virus themselves and endangering their immediate environment, which has led to quite serious consequences due to emotional experiences [26].
The authors H. Lee and A. Oksanen write that in order to overcome stress among specialists, their employers need to establish organizational processes in such a way as to ensure stability in the professional environment and to provide employees with the opportunity to cope with crises [23; 29]. In this context, psychological safety comes to the fore, meaning that employees can feel in a safe environment and are not exposed to interpersonal negative risks. Consequently, a real tool appears for reducing the negative emotional and cognitive consequences of stress by creating an atmosphere of trusting interaction, because, as A.C. Edmondson, A. Carmeli, M. Zisu and M.L. Fraser emphasize, psychological safety means employees' perception of how they react to this or that behavior in interpersonal situations [5; 10; 13]. People with a low level of psychological safety most often face the so-called "spiral of resource loss", when, according to S. Hobfoll, a person, not having enough resources, begins to suffer the consequences of their lack, which again leads to their loss. This process, as a rule, exhausts the specialist both physically and psychologically [44]. In particular, he feels unsafe in a team and at work, he begins to doubt his own ability to cope with risky and decisive situations and is unwilling to take the initiative into his own hands [42]. In order to avoid interpersonal risks, such employees strive for more cautious behavior, they experience fear in communicating with managers, as they are afraid of condemnation and punishment from them, which, of course, takes a lot of their energy and time to overcome such feelings [53]. In identifying the causes of professional stress, it is worth paying attention to Robert Putnam's concept of social capital, which refers to "... features of social organization, such as networks, norms, and social trust, that promote coordination and cooperation for the benefit of all" [33], where "networks" are "the connections that people and organizations use over time to gain access to the resources they need" [41], "norms" are the ways in which employees carry out work tasks that are determined by the organization and agreed upon by employees [30], "trust" is the willingness to be open in one's opinions within the team and the ability to respect them and each other [4]. Thus, a study among female employees in Brazil showed that low levels of social capital in the work environment are associated with poor health, depression, and high rates of stress, while well-established social interaction and cohesion play a key role in improving mental health and the desire to lead a healthy lifestyle [32].
Thus, modern research results reveal a large number of reasons for the occurrence of professional stress, but it can be said unequivocally that it is precisely ensuring psychological safety in its broadest sense that can solve many problems related to each employee individually, teamwork and, what is important for the employer, the effective performance of activities.

Key factors for increasing psychological safety
In general terms, psychological safety means that a certain workplace is safe from the point of view of any interpersonal risks. Moreover, in such conditions of activity, employees strive to comply with safe behavior and safe communications, adjusting their behavior appropriately [10].
As J.S. Ayala Calvo and G.M. Garcia point out, in order to reduce stress at work, increase a favorable environment and psychological safety in the team, employers should:
1) find optimal conditions of the working environment to avoid emotional burnout of employees;
2) create and develop training programs on endurance for employees, since the ability to overcome difficulties has a positive effect on psychological well-being;
3) develop the resilience of both managers and their subordinates, because only its moderate or high level can help cope with the symptoms of burnout and increase psychological self-awareness [3].
H. Zhou and J. Chen place great emphasis on the theory of psychological empowerment, which is based on understanding internal motivation in relation to such cognitive factors as meaning (consistency of formed values ​​and beliefs with company policy), competence (self-efficacy indicating potential opportunity to achieve career growth), self-determination (a person’s desire to be an initiator in professional matters and regulate work processes) and influence (understanding of one’s abilities in the context of influencing work results). These authors conclude that these cognitive aspects are directly related to increasing psychological safety [53]:
- employees with high competence worry less about the consequences of their professional decisions and actions;
- the presence of meaning in the activities carried out allows for increasing involvement and concentration;
- self-determination means that a person feels sufficiently independent;
- influence is associated with the fact that a person feels the strength to make his own contribution to achieve the best results.
In connection with the above, employees who have expanded capabilities are positively oriented towards work, want to be useful and are confident that they really influence work processes. All this can increase labor productivity. Also, such specialists do not worry that their proposals and actions may not be perceived by management in any way or may negatively affect interpersonal interactions, since they consider their decisions to be justified. As a result, these employees experience a sense of psychological safety [53].
Taking into account the above conclusions, we can offer the following recommendations for improving psychological safety in order to prevent professional stress at work: when hiring, find out from the applicant his value-semantic sphere, check the level of competence, identify the desire to improve it and the proactive position, on which the receipt of a certain role at work will depend (manager/executor), and the presence/absence of the desire to bring their own developments to the work process. A significant factor that reduces the negative effects of stress on employees can also be called the organizational ability to effectively provide support from the manager, which has a positive effect on the work process and interaction between employees [23], because it is the support of team members by management that contributes to the emergence of feelings in subordinates that their contribution is valuable and that their well-being is cared for, and this increases the perception of interpersonal safety [15].
In the study by Yu. Kim, it was found that, indeed, the process of individualization of employees plays an important role in ensuring psychological safety, when each member of the team is recognized as a unique individual. Moreover, the more employees perceive each other personally, the higher the indicators become indicating that the organization is a safe environment where they can professionally express themselves. In addition, it was found that such formation of psychological safety serves as a mediator between, on the one hand, individualization and, on the other hand, organizational identification [22].
Interesting results confirming the key value of supportive management were obtained by K.V. Dirik and S. Intepler. They came to the conclusion that it is genuine leadership, built on the respect of managers for their subordinates, that increases the positive perception of psychological safety in the team. In this regard, the following recommendation was developed: holding joint meetings where information is exchanged on the topic of psychological safety and an open dialogue is maintained on the need for procedural and political improvements on this issue, contributes to increasing the leadership of the management itself and creating a safe environment [9].
Leadership based on service, according to J.I. Hock, C. Bommer, J.H. Dulebon and D. Wu, puts employees first, which allows them to feel their high significance in their professional activities, and allows focusing on their development [17], which ensures effective prevention of stress at work and psychological safety. Providing employees with opportunities and organizational resources to demonstrate their existing skills, talents and abilities, as well as showing care and attention to them, enhances the atmosphere of psychological safety [18; 46]. Such leadership encourages them to take an exploratory position in their work, strive to solve complex and extraordinary problems and always rewards them appropriately for achieving their goals through promotion [20]. Aspects related to the manifestation of attention to each employee, to his needs and desires for professional development, become necessary bases in the process of a creative approach to the performance of duties, since in an atmosphere of support and understanding, employees are not afraid to take justified risks and make mistakes, which in the future become an effective tool in resolving difficult situations [36; 37]. Indeed, such modern scientists as H. Erkutlu and J. Chafra [12], A.A. Chhuthai [6] and J. Schaubroek, S.S.K. Lam and A.S. Peng [39] revealed a positive correlation between service-based leadership and psychological safety. The social capital mentioned above can similarly influence the increase in psychological safety and the reduction of stress in a team through the use of mindfulness methods, namely, through meditative practices [47], which effectively reduce the level of stress, emotional burnout, mental discomfort and somatic complaints and improve awareness, well-being, compassion and job satisfaction. Similar results and conclusions were obtained in a comprehensive review by P. Panditaratne and Z. Chen on the positive impact of mindfulness on employees: well-being indicators were improved, leadership qualities were developed and interpersonal relationships were stabilized [31]. The beneficial effect of introducing mindfulness practices into the work regime is also confirmed by the fact that the World Health Organization indicates them as useful measures for reducing stress and strengthening mental and physical health [50]. In S. Ruprecht's study on the impact of mindfulness on leadership qualities, the following results were obtained: the development of mindfulness among managers improves the quality of social interactions, in particular, at meetings, and develops the skill of establishing contact and concentration during communication [38]. It should be added that today scientists note that the skills of positive interaction in society are the most important factors of physical health. Positive communication serves as a protective mechanism against such mental disorders as depression and anxiety, and a negative format of interaction in a team can have a more detrimental effect on a person than even excessive alcohol consumption and smoking [7]. Thus, thanks to the analysis of scientific literature, it can be seen that issues of psychological safety are directly related to the experience of professional stress by specialists, and by improving the safe environment in the team in various complex ways, it is possible to positively influence the mental health and well-being of each employee. Of course, it is necessary to take into account the specifics, type and nature of the activity, but in parallel with this, in the interests of the management of any organization, there should be issues of competent provision of psychological safety, since its increase, as has been revealed, entails the effective achievement of work goals and objectives without significant harm to human health.

Conclusion
According to the theory of the hierarchy of needs by A. Maslow, the need for security is one of the most basic and necessary when we talk about a healthy, developing and harmonious personality. Understanding the presence of a large reserve of resources allows a person to overcome various difficult life situations, including in the workplace. Well-established social interaction in any team can also be called a significant resource for a specialist, since in a favorable environment a person will behave to a greater extent in accordance with the established rules and norms of positive communication and it will be easier for him to cope with constantly changing organizational tasks. Otherwise, the "spiral of resource loss" mentioned in S. Hobfoll's theory, if actively used, will lead to stress and emotional exhaustion. Thus, modern researchers attribute the following to the reasons for experiencing professional stress:
- lack of adaptation mechanisms for employees;
- conflict situation in interpersonal communications;
- lack of control in matters of discrimination against women in the professional environment;
- long working hours, shift work, high workload;
- lack of sufficient resources and, as a result, high fatigue;
- low wages;
- professional unsuitability, impossibility of career growth;
- high professional risks affecting physical health (fear of catching the virus themselves and endangering their immediate environment among health workers);
- doubts about their own abilities to cope with risky and decisive situations, unwillingness to take the initiative into their own hands;
- fear in communicating with managers;
- low level of social capital, etc.
The key factors for increasing psychological safety, which also has a positive effect on the prevention of professional stress, are:
- establishing optimal and safe conditions for carrying out professional activities;
- creating training programs for employees to overcome difficult situations;
- developing resilience among managers and subordinates;
- developing an environment of psychological empowerment through the acquisition of professional meaning, increasing competence, support in self-determination and the ability to influence work results;
- organizational ability to effectively provide support from the manager, show attention and care;
- recognition of each team member as a unique individual;
- joint discussion of psychological safety issues by management and employees;
- leadership based on service;
- active use of mindfulness practices during the working day;
- establishing positive communication in the team, etc.
We come to the conclusion that psychological safety helps to cope with anxiety, stress, defensive reactions, has a positive effect on the stable fulfillment of job responsibilities and effective resolution of crisis situations. Moreover, the higher the safety, the lower the degree of loss of resources, so it is extremely important for the employer to realize the high significance of increasing psychological safety in the workplace, when employees have real opportunities to openly discuss work problems, offer creative ways to achieve their goals, where each of them is perceived as a full-fledged person and where trust will be an important key factor in interaction.

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