Your hybrid project includes an offshore agile development team and an onshore predictive implementation team. The agile team's Scrum Master has been highly effective, and team members openly share impediments and collaborate well. However, you've noticed in the predictive workstream that team members rarely speak up in status meetings, several risks weren't reported until they became issues, and there's high reliance on formal change control processes even for minor decisions. The predictive team lead is experienced but tends to make decisions unilaterally. Cultural assessments show the offshore team comes from a high power-distance culture while the predictive team reflects the corporate risk-averse culture. What should you do to create greater psychological safety across both workstreams?

Question

Accepted Answer

The correct answer is B. Option B is correct because building psychological safety requires sustained, multi-faceted leadership behaviors that respect cultural contexts while gradually shifting norms. It addresses root causes (leadership modeling, recognition systems, meeting structures) rather than symptoms, and adapts proven agile practices to a predictive context—demonstrating cultural sensitivity and appropriate hybrid integration. This approach acknowledges that psychological safety develops over time through consistent leadership actions. Option C is the primary distractor because forcing participation can backfire, creating anxiety rather than safety, and doesn't address the underlying power dynamics or risk-averse culture that prevent people from speaking up—it treats symptoms superficially. Options A and D represent significant interventions that may not be warranted and don't address the systemic and cultural factors requiring more nuanced leadership development.

PMP Practice Question: People — Hybrid, Hard

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