The term psychological safety was coined by Harvard Business School professor Amy Edmondson in 1999, and has significant implications for the workplace. According to one McKinsey survey, an overwhelming 89% of employees believed that psychological safety in the workplace is essential.
In psychologically safe environments, trust and respect are the norm. You don’t have to put on a mask at work or constantly worry about saying the wrong thing. Instead, you’re encouraged to think out loud, offer new perspectives, and ask for help when needed.
Why does Psychological safety matter?
When employees feel anxious about being wronged or judged, they stay silent even if they have something valuable to contribute. If the workplace isn’t safe for everyone, an organisation might miss out on voices, talents and solutions.
Research shows that psychological safety leads to better team performance, more innovation and stronger problem solving. When people feel safe to speak up, they share new ideas and work together more cohesively.
What it looks like in workplace
A junior team member asks a question in a meeting and isn’t made to feel “silly” for asking.
A manager openly admits they made a mistake and encourages others to do the same.
A colleague gently challenges a decision, and their input is welcomed, not ignored.
Team members regularly check in with each other not just about deadlines, but about how people are doing.
How to build a psychologically safe workplace
A psychologically safe place does not develop overnight. It takes an ongoing and continuous effort. Leader and team members can equally contribute by –
- Responding to mistakes with curiosity in understanding and not deflecting
- Encourage participation of every member and not the loud voices
- Modelling vulnerability by admitting when unaware of something
- Creating a space for feedback and acting on it