The Science Behind
Peer Forums
Our methodology is not based on intuition. It is grounded in decades of research from the world's leading institutions on how people actually learn, grow, and perform at their best.
50+
Years of peer learning research
12K+
Studies on group dynamics
5
Core research pillars
Amy Edmondson
Harvard Business SchoolPsychological Safety
Key Finding
76% higher team performance
The Research
Teams with high psychological safety are 76% more likely to deliver outstanding performance. Members take interpersonal risks, admit mistakes, and ask for help without fear.
Why It Matters
Edmondson's research, published in her landmark book 'The Fearless Organization,' demonstrates that psychological safety is the #1 predictor of team effectiveness -- more than talent, resources, or strategy. When people feel safe to be vulnerable, innovation flourishes.
How Forum@Work Applies This
Forum@Work's confidentiality agreements, no-hierarchy design, and trained moderators create exactly the conditions Edmondson describes. Every session begins with a structured check-in that normalizes vulnerability from the first minute.
“Psychological safety is not about being nice. It is about candor, about making it possible for productive disagreement and free exchange of ideas.”
-- Amy Edmondson
Albert Bandura
Stanford UniversitySocial Learning Theory
Key Finding
90% of learning is social
The Research
Bandura demonstrated that 90% of learning happens through social observation and modeling. We learn fastest when we see real people navigate real challenges -- not from textbooks or lectures.
Why It Matters
Social Learning Theory explains why traditional corporate training has a 10% retention rate while peer learning retains 90%. When a peer shares how they handled a difficult conversation with their boss, it creates a neural pathway for the listener that abstract advice never could.
How Forum@Work Applies This
The 'experience sharing' phase of every Forum@Work session is built directly on Bandura's research. Members do not give advice -- they share stories of what happened when they faced similar situations, creating powerful social learning moments.
“Learning would be exceedingly laborious if people had to rely solely on the effects of their own actions to inform them what to do.”
-- Albert Bandura
Patrick Lencioni
The Table GroupVulnerability-Based Trust
Key Finding
5x stronger team bonds
The Research
Teams built on vulnerability-based trust are 5x more cohesive and productive. Trust does not come from competence demonstrations -- it comes from admitting weaknesses and asking for help.
Why It Matters
In 'The Five Dysfunctions of a Team,' Lencioni identifies absence of trust as the foundational dysfunction. But he distinguishes between predictive trust (believing someone will deliver) and vulnerability-based trust (feeling safe to be imperfect). Only the latter creates high-performing teams.
How Forum@Work Applies This
Forum@Work sessions are structured to build vulnerability-based trust over time. The progression from check-ins to deep issue presentation creates a rhythm of increasing openness that mirrors Lencioni's trust-building framework.
“Trust is knowing that when a team member does push you, they are doing it because they care about the team.”
-- Patrick Lencioni
Carol Dweck
Stanford UniversityGrowth Mindset
Key Finding
34% more resilient to setbacks
The Research
People with a growth mindset are 34% more resilient when facing setbacks and significantly more likely to embrace challenges as learning opportunities rather than threats to their identity.
Why It Matters
Dweck's research distinguishes between fixed mindset ('my abilities are innate and unchangeable') and growth mindset ('I can develop through effort and learning'). Peer environments naturally cultivate growth mindset because members witness others growing in real-time.
How Forum@Work Applies This
Forum@Work's accountability structure reinforces growth mindset. When members commit to actions and report back, they experience the cycle of effort-feedback-growth that Dweck identifies as essential. The group celebrates progress, not just outcomes.
“In a growth mindset, challenges are exciting rather than threatening. So rather than thinking 'oh, I am going to reveal my weaknesses,' you say 'wow, here is a chance to grow.'”
-- Carol Dweck
Belonging Research
BetterUp Labs & GallupWorkplace Belonging
Key Finding
56% higher job performance
The Research
Employees with a strong sense of belonging show 56% higher job performance, 50% lower turnover risk, and 75% fewer sick days. Belonging is the strongest predictor of organizational commitment.
Why It Matters
BetterUp's research on 1,789 employees found that belonging is not a nice-to-have -- it is a business imperative. Gallup's Q12 framework confirms that having a 'best friend at work' is one of the strongest engagement predictors. Yet most companies have no systematic way to create belonging.
How Forum@Work Applies This
Forum@Work creates structured belonging at scale. Unlike casual team lunches or off-sites, forums build deep, ongoing relationships through regular sessions. Members consistently report that their forum peers become some of their most trusted professional relationships.
“High belonging is linked to a 56% increase in job performance, a 50% drop in turnover risk, and a 75% reduction in sick days.”
-- Belonging Research
Five research streams. One methodology.
Forum@Work is where these five research pillars converge into a single, practical methodology that any organization can implement.
Psychological Safety
Amy Edmondson
Social Learning Theory
Albert Bandura
Vulnerability-Based Trust
Patrick Lencioni
Growth Mindset
Carol Dweck
Workplace Belonging
Belonging Research
See the research in action
Book a demo to experience how these research-backed principles come alive in a Forum@Work session.