43 Psychological Safety
Psychological Safety and how does it help support change?
As we look to ‘set the scene’ for problem solving, we are keen to explore the environment or context you operate within in some detail to determine cultural readiness for change and innovation. One of the great insights from psychology in recent times is that sustained team performance will only be possible in an environment where strong team capability is coupled with a culture that allows team members to flourish both professionally and personally.
This means that regardless of the seniority of my role in the team, or of my own personal talent, I should feel confident that everyone has a legitimate contribution to make. In some environments this is based on a ground rule that ‘talent can-not override culture’.
Psychological safety describes a team climate where people feel highly confident to speak up and voice their opinions, thoughts and questions without feeling any personal risk to themselves (Edmondson, 2019).
So why is this idea so important to high performance environments? Surely it is ok for more senior people to take the lead on decisions or strategies for the team and for juniors to do what they are told by the leader? In simple terms, if I feel psychologically safe, I am more likely to ask questions, share my thoughts openly and perhaps most importantly, raise my concerns and worries about issues in the team as they emerge. This is critically important when seeking to problem solve or apply critical reasoning to issues at work. If I feel safe to challenge how things are, I am much more likely to generate ideas for change and transformation.
Interestingly, the idea of psych safety is often better explored by thinking of the consequences if it doesn’t exist! Perhaps I am new to a team but concerned that the way we are performing certain tasks is out of date. I want to share my thoughts, but I have observed the way other new team members are belittled or ridiculed when speaking up. Or perhaps I have observed that some team members hold more social power than others and seem to be heard more readily in meetings.
According to the research work of Amy Edmondson, absence of psychological safety within a team will result in covering up of errors and mistakes; a reluctance to innovate or try new things and ultimately, a culture of anxiety and fear (Edmondson, 2019)[1].
It goes without saying that in a high-stakes or high pressure environment, this sense of anxiety or not speaking up can have dire consequences for a team.
Iain Gair, a British psychologist, believes there are behaviours that teams can engender to promote risk-taking and psychological safety (Gair, 2019)[2]. Some of these are……..
- Positive Reinforcement – In any team environment, all team members play a critical role in supporting and encouraging others to be their best. Being positively recognised for the contribution each team members makes is a key starting point for this; alongside a focus on supporting every team member to learn and grow in their role.
- No Judgement – This idea centres on the fact that difference of view and healthy conflict is essential if people are going to be open and honest with each other about how the team is tracking and how they are improving. If team members are worried about personal attacks or being judged over their ideas they are less likely to engage in open discussions.
- Feedback – Whether feedback is offered from a fellow team member or a leader, great teams know that positive and constructive feedback is key to getting strong and better. Of course, the more you build feedback into the day-to-day processes of the team, the more likely it is to become part of the culture of team life.
- All Welcome – This idea focuses on the fact that all elite teams have varying levels of experience in terms of experts alongside those who are still learning their sport. If we only listen to senior people’s views, we are shutting down the possibilities of good ideas; voice and contribution. If all team members feel truly welcome, no matter their level of experience, they will bring all of their energy and ideas to the fore.
- Openness – Good leaders ensure that everyone feels comfortable to share anything they are feeling within the team. This includes feelings of personal stress or anxiety as well as any other general concerns. Strong teams care for the person as well as the worker so all feel free to be open and honest.
- Being Yourself – In a psychologically safe environment, individuals are encouraged to be themselves even in circumstances where there is difference. Be it cultural differences or different levels of skills, being yourself allows you to contribute with confidence to team success.
ACTIVITY: In your journal, reflect on these elements that engender psychological safety and consider your own work team or another team you are a part of. Which are you seeing as positive within the team and which areas could use a little more work?
Now you have considered your own work team and the idea of psychological safety it would be useful to hear from the world authority in this area.
ACTIVITY: Watch Professor Amy Edmondson’s TED talk re psychological safety and think about its application to your own work team.
In your journal reflect on the following questions….
When have you not spoken up in a team or group situation even when you had something useful to say?
How does social power ‘play out’ in the teams that you are a part of?
If you are interested in exploring this idea of team safety further, watch Simon Sinek’s TED talk where he explains how good leaders make people in their teams safe.
SIMON SINEK – How leaders make people feel safe – understanding the implications of ‘safety’ in high pressure environments and teams
[1] Edmondson, A. (2019) The fearless organization: creating psychological safety in the workplace for learning, innovation and growth. Hoboken, NJ, Wiley.
[2] Gair, I. (2019) Psychological Safety Promotes Collaboration and Risk Taking, Sports Resilience, Retrieved June 10, 2020 from
