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Let's start with a definition. Psychological safety, conceptualized by Harvard Business School Professor Amy Edmonton, refers to a belief shared among team members that it's acceptable to take risks, share thoughts and concerns, ask questions, and acknowledge mistakes without fearing repercussions.
In other words, psychological safety is granting permission for openness through a learning process.
Psychological safety plays a role in team dynamics by fostering a sense of engagement and motivation among members. It encourages communication without the fear of backlash, leading to decision-making through diverse viewpoints and constructive feedback.
Additionally, it cultivates a culture of learning and growth by allowing team members to share mistakes and learn from them. These benefits include team performance, innovation, creativity, resilience and learning.
Recent studies have highlighted the drawbacks of not having psychological safety at work, such as adverse effects on employee welfare like stress, exhaustion, turnover, and the organization's overall effectiveness.
Of concern is that high-pressure work environments where leadership focuses solely on performance often leads to significant mental health issues such as burnout, anxiety and depression according to Cole Renner a registered clinical counsellor. “When leaders push performance at all costs, employees often feel overwhelmed and unsupported, leading to burnout and a sense of helplessness.” Renner goes on to say that a shift towards prioritizing psychological safety can help reframe the work environment, allowing employees to feel valued and reducing some of the more common mental health impacts from day-to-day work stress.
The significance of the term "team" in team safety cannot be overstated. According to Edmondson, this phenomenon operates at a group level. Influences the learning dynamics within the group, consequently impacting team performance and organizational effectiveness. How you get there is driven by leadership and employees through relationship building grounded in trust, which takes time.
Establishing psychological safety as an institutional priority is one of the ways you know you’re ‘getting there’ according to Miranda Phillips, PhD, Associate Adjunct Professor, Department of Applied Sciences, University of Maryland Global Campus.
Achieving the trust necessary for a psychologically secure environment takes time and should be reinforced through policy, codes of conduct, and performance reviews. "Psychological safety is a fundamental human need. To enable employees to reach their full potential and perform at their best, it’s essential to meet these basic needs first," says Phillips, emphasizing the importance of clear, consistent messaging in fostering a workplace culture of safety.
Establishing an environment that prioritizes safety involves creating a space where individuals feel comfortable expressing themselves, engaging in discussions, and participating in decision-making without fearing consequences or embarrassment. It entails promoting communication, appreciating viewpoints, and fostering trust among team members. However, it's important to note that psychological safety does not equate to accepting all opinions, avoiding conversations, or lowering performance standards.
It's important to understand that psychological safety should not be mistaken for a lack of responsibility or tolerance for behaviour. It doesn't mean giving compliments, saying what others want to hear for the sake of it, or compromising on performance expectations.
It's not about encouraging a "comfort zone" environment or blurring boundaries by forming friendships with subordinates or coworkers. True psychological safety requires balancing creating an atmosphere while upholding performance standards and ethical conduct.
However, creating a workplace goes beyond mere intentions—it necessitates proactive efforts from leadership who drive organizational culture by determining what is and is not acceptable behavior, as noted by Sharon Robinson, PhD, a mental health practitioner and systemic leadership expert. Robinson says, "Psychological safety starts from the top and is passed down to each leader and employee."
Here are some important strategies that leaders can use to cultivate a culture of psychological safety:
1. Show Vulnerability: When leaders openly share their struggles and errors, it encourages a culture of openness and growth. This does not make leadership more relatable. It also shows employees that taking risks and asking for help when needed is acceptable.
2. Foster Open Communication: Establishing channels for discussions is vital. Leaders should actively seek input from all team members. Ensure that diverse viewpoints are respected. This helps prevent voices from dominating and promotes a creative environment.
3. Offer Constructive Feedback: Feedback should foster development and progress rather than criticism. By presenting feedback as a tool for improvement, leaders can help employees feel supported as they strive to learn and innovate.
4. Define Clear Expectations. In addition, to encourage creativity, leaders need to set guidelines and boundaries. This clarity gives employees a sense of stability, allowing them to take calculated risks without fearing consequences.
Recognizing employees' efforts, whether in achievements or learning from mistakes, is crucial for reinforcing their value. Employees feel a sense of belonging and commitment to the team by acknowledging and appreciating contributions.
Robinson says, "The organization's strength is found in its ability to create a culture of safety where it produces an environment in which individuals can openly speak, create, produce, and innovate without feeling that they will be shut down or shut out."
Psychological safety offers benefits that go beyond well-being. Teams prioritizing safety are better prepared to tackle challenges, adapt to change, and work together effectively.
Additionally, employees in environments tend to experience job satisfaction and engagement, leading to reduced turnover rates and improved retention—an essential factor in a competitive talent market.
As the corporate world places increasing importance on health and well-being, psychological safety has emerged as a differentiator for organizations looking to attract and retain top talent.
According to: Jason Walker (Forbes)
