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By:

Rahul Kulkarni

30 March 2025 at 3:32:54 pm

Psychological Safety, The Prerequisite for Modernisation

If people can’t tell you the truth, your dashboards will lie for them. So now you finally have what most leaders think they need: a system. And yet… the system still doesn’t show the truth. Numbers look “clean”. Reports look “reasonable”. Problems show up late. Bad news arrives only when it becomes a fire. This is where many leaders get fooled. They look at the dashboard and think, “Great, we’re improving.” And then reality punches them. A shipment fails. A customer escalates. A vendor...

Psychological Safety, The Prerequisite for Modernisation

If people can’t tell you the truth, your dashboards will lie for them. So now you finally have what most leaders think they need: a system. And yet… the system still doesn’t show the truth. Numbers look “clean”. Reports look “reasonable”. Problems show up late. Bad news arrives only when it becomes a fire. This is where many leaders get fooled. They look at the dashboard and think, “Great, we’re improving.” And then reality punches them. A shipment fails. A customer escalates. A vendor refuses. Cash gets stuck. Quality blows up. The issue is not your tool. The issue is fear. Which Seat? Inherited seat: people fear disappointing you, so they hide issues until they’re unavoidable. Hired seat: people fear you’ll judge them, so they show you what looks good. Promoted seat: people fear the relationship has changed, so they become careful and political. Different seats. Same outcome: silence. Doctor-Patient Problem Think about a doctor. The doctor can be brilliant. The hospital can be world-class. The tests can be advanced. But if the patient hides symptoms, the diagnosis will be wrong. Not because the doctor is bad. Because the input is false. That’s what modernisation looks like without psychological safety. You can buy software. You can design processes. You can set up dashboards. But if people can’t tell you the truth, your “data” will become polite fiction. And you’ll make confident decisions on top of fiction. What Is Safety? People hear “psychological safety” and imagine a soft HR concept. It’s not soft. It’s operational. Amy Edmondson, who researched this deeply, describes it simply: a climate where people feel safe to speak up, admit mistakes, ask questions, and raise bad news without being punished or humiliated. In MSME language, it means: “If I report a problem, I won’t be insulted.” “If I admit a mistake, I won’t be made a permanent example.” “If I raise a risk early, I won’t be told I’m negative.” “If I tell the truth, I won’t lose my standing.” If those beliefs don’t exist, people will still “cooperate” but it will be theatre. Hidden Blocker Low-data firms don’t naturally produce truth. They produce stories. Why? Because stories protect people. A late dispatch becomes: “customer changed plan”A defect becomes: “labour issue”A missed purchase becomes: “vendor problem”A cash delay becomes: “accounts is slow” Each story may contain some truth. But the function of the story is usually protection. So when you introduce digitisation, something changes: Now the story has to match a number. And if the number can expose someone, the system will do the only thing it knows: It will manage the number. That’s how dashboards become lies. Not because people are dishonest by nature.Because honesty has become unsafe. The Signs Bad news comes late, always. Meetings are full of explanations, not facts. “No issues” is the most common update. Problems are discovered by customers, not internally. People speak more in corridors than in review meetings. Everyone looks busy, but nothing is owned. If you see these signs, your modernisation effort is at risk. Because the system will look healthy until it breaks. Most leaders don’t wake up and say, “Let me create fear.” They kill safety through small habits: Sarcasm in meetings Public scolding Reacting emotionally to bad news Asking “who did this?” before asking “why did this happen?” Using pilot data for appraisal Praising only “good numbers” and punishing messy truths One harsh moment teaches the room a long lesson. After that, people stop volunteering reality. They start managing perception. Field Test Pick one recent failure. Not the biggest scandal. A real, medium-sized problem. Gather the involved people for 30–45 minutes. Then follow three rules: Start with the line: “This is not a blame meeting. This is a learning meeting.” And mean it. Ask only these questions: What happened, in sequence? Where did the handoff break? What made the wrong action feel reasonable at the time? What one change reduces the chance of repeat? No names, no insults, no ‘how can you’ If someone makes it personal, you bring it back to the process and the moment. Now the most important part: Track whether people volunteer issues unprompted in the next two weeks. That is the real signal. If people start bringing small problems early, safety is rising. If they stay silent and “all good”, your system is still running on fear. (The writer is a Chartered Accountant based in Thane. Views personal.)

Annasaheb Patil: A Lifelong Advocate for Workers’ Rights

Updated: Oct 21, 2024

Annasaheb Patil

Annasaheb Pandurang Patil, a member of the Maharashtra Legislative Council, made significant contributions to the uplifting of scattered workers in Mumbai. For this reason, he is regarded as the architect of the progress of the Maratha and Mathadi workers in Maharashtra. Annasaheb Patil proposed a simple yet broad definition of a `Maratha,’ stating that every person residing in Maharashtra and standing for its defence is a Maratha. With this ideology, he established the Mathadi Workers Union and the All India Maratha Federation.

When Annasaheb Patil arrived in Mumbai from his native village, Mandrulkole in Patan Taluka, he began his career as a worker. At that time, workers in Mumbai were facing dire conditions, and a majority of them were Marathas. Annasaheb Patil believed that workers needed to experience both economic and social progress. He deeply studied their issues and began organising them, forming the Mathadi Workers Union, formally known as the Maharashtra State Mathadi Transport and General Workers Union. This became one of the largest labour unions in the state.

At the time, most labour unions were led by communists, but Annasaheb Patil rejected their ideologies, instead building a union based on Indigenous principles. He organised protests and movements, putting forward workers’ demands for better wages, healthcare, and basic rights for workers before the government. His relentless work eventually bore fruit, and he became the guiding force for workers.

Annasaheb Patil’s efforts resonated with the government. The then-Chief Minister, Yashwantrao Chavan, addressed the demands put forth by Patil, and on June 5, 1969, the Mathadi Workers Act was enacted in Maharashtra. This legislation brought joy and relief to the workers, improving their quality of life. Due to this act, facilities such as hospitals, consumer societies, housing through CIDCO, and educational and medical services were made available to Mathadi workers. Patil’s contribution to their welfare was pivotal.

Today, the issue of Maratha reservation is a significant topic in Maharashtra. Annasaheb Patil, the father of the Maratha reservation movement, made sure that his demands were reasonable and did not disturb social unity. His image is revered across Maharashtra for this reason.

Annasaheb Patil worked tirelessly for the welfare of Mathadi workers, most of whom were Marathas. He united the 12 Balutedars and 18 Pagadi communities, forming various organisations under the All India Maratha Federation. His leadership earned him widespread respect, and on July 8, 1980, he became a member of the Legislative Council.

During this time, the demand for Maratha reservations based on economic criteria was gaining traction. Annasaheb Patil toured Maharashtra while advocating for this cause. He resolved to lead a protest march to the Legislative Assembly. As an MLA in the Congress government, Patil, along with Advocate Shashikant Pawar, led a massive procession from Azad Maidan, Mumbai, on March 22, 1982. The sight of the marchers carrying Shivaji Maharaj’s saffron flag caught the attention of the citizens of Mumbai.

Annasaheb Patil submitted a list of nine demands to the then Chief Minister, Babasaheb Bhosale. Realising that the demand for reservation would not be considered, he declared that if justice were not served to the Maratha community, he would not live to see the next sunrise. True to his word, he ended his life on March 23, 1982, leaving an indelible mark on the state.

Annasaheb Patil devoted his life to the progress of Mathadi workers, raising their issues before the government and improving their living conditions. His efforts for the Maratha reservation and social justice brought attention to the problems faced by the community. His life was a testament to the struggle for the welfare of society. Rightfully, he is remembered as the father of the Maratha reservation movement and the architect of Maratha upliftment.

On his birth anniversary, we humbly pay tribute to the sacred memory of Annasaheb Patil.

(The writer is a BJP member of Maharashtra Legislative Council. Views personal.)

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