Embedded Files
This guide will:
Clarify what psychological safety means and address common misunderstandings.
Highlight the critical importance of psychological safety in workplace dynamics.
Explore how psychological safety boosts performance metrics and overall team health.
Provide actionable steps for how YOU can foster a psychologically safe work environment.
A lack of psychological safety is like riding the brakes
A lack of psychological safety is like riding the brakes
Imagine you're a student driver learning to parallel park. You're so worried about hitting the cars around you that you keep your foot hovering over the brake pedal. You inch forward hesitantly, making jerky movements and constantly second-guessing yourself. This not only drags out the process and makes it more frustrating, but also heightens your anxiety. You might even feel so defeated and discouraged that you give up altogether. Similarly, when individuals in a team or organization are afraid to take risks, voice their opinions, or ask for help, progress becomes slow, erratic, and ultimately unsustainable. This constant state of tension and fear can lead to chronic stress and eventual burnout.
Defining psychological safety (and what it is not)
Defining psychological safety (and what it is not)
Expert research defines psychological safety as the belief that one can speak up, share ideas, admit mistakes, and express disagreement without fear of negative consequences. It is knowing that taking interpersonal risks will not lead to shame, embarrassment or punishment (1).
Psychological safety is often used as a buzzword, which can lead to misunderstandings. To clarify, psychological safety is NOT: coddling, avoiding accountability, unearned autonomy, political correctness or always trying to keep everyone comfortable (2) .
What psychological safety looks like...
What psychological safety looks like...
Picture Pierre, a foreign exchange student from France studying psychology. Due to the language barrier, he sometimes misses key points in lectures. His professor has encouraged him to ask questions, assuring him that no question is ‘stupid’ and that she’s happy to clarify anything confusing. She values Pierre’s transparency about his challenges and may even ask for feedback on how she can better support students learning in a second language. This open exchange allows her to provide constructive feedback without Pierre feeling judged or inferior, fostering a straightforward and supportive environment. There is a felt permission for candor between Pierre and his professor (3). There is the ability to be honest, straightforward and open in expression. There is psychological safety.
Note: The professor still has boundaries. While she offers judgment-free support, she does not adjust test scores or waive assignment requirements. Pierre will still be graded according to the syllabus.
For mentors and leaders:
For mentors and leaders:
Creating psychological safety as a mentor is about building a trusting, open environment where mentees feel comfortable voicing challenges and asking questions—much like Pierre’s relationship with his professor. By encouraging questions and seeking feedback, the mentor shows respect and empathy, reinforcing the mentee’s sense of security. This supportive space allows mentees to take risks, learn from mistakes, and engage fully without fear of judgment.
More on what psychological safety looks like:
The Big Idea: Psychological safety is a basic need
The Big Idea: Psychological safety is a basic need
The SCARF model, developed by David Rock, outlines what the human brain needs to feel safe. When the human need for status, certainty, autonomy, relatedness and fairness are unmet, the brain perceives a threat, impairing creativity, logical decision-making, engagement, and productivity (4, 5).
However, when these five social needs are fulfilled, we feel valued and respected, stay well-informed, have a sense of control over our environment, build genuine connections with others, and feel a strong sense of social belonging. Together, these factors create a supportive environment where individuals are empowered to engage deeply and perform at their highest potential.
It's not just in your head...there are physiological effects of chronic stress
It's not just in your head...there are physiological effects of chronic stress
Chronic stress affects not only mental and emotional health but also the entire body. When the body remains in a prolonged state of fight or flight, serious issues can arise in the cardiovascular, neurological, and digestive systems. Without physical health, it’s nearly impossible to perform at one’s best in the workplace (6).
Needless to say, ensuring that an individual feels psychologically safe in an environment is essential not only for their performance but also for their long-term health.
More on the SCARF model:
Meeting the psychological needs of diverse groups
Meeting the psychological needs of diverse groups
Historically, marginalized groups often experience stereotype threat—the fear of confirming negative stereotypes about their group (7). This fear can add a layer of insecurity, preventing individuals from fully participating and sharing their ideas. A workplace that genuinely values psychological safety will take extra steps to combat stereotype threat, ensuring that the five needs in the SCARF model are met, regardless of demographic differences.
More on Stereotype Threat:
💲The return on investment of psychological safety💲
💲The return on investment of psychological safety💲
From an ethical and moral standpoint, creating psychological safety in the workplace should be a key focus. However, if you’re concerned about how investing in this effort might impact performance, here are some metrics demonstrating the high return on investment associated with fostering psychological safety.
According to leading business management consultant, Accenture, organizations that cultivate psychological safety have: 76% more employee engagement, 74% less employee stress, 50% more productivity, 27% reduction in employee turnover. These statistics showcase the operational and financial benefits that psychological safety has organizations. Investing in psychological safety saves money due to the fact that it lowers the need for hiring and training, increases workplace efficiency, and boosts wellbeing (8, 9).
In addition to saving money, time, health, and resources, as demonstrated by the data above, increasing psychological safety is directly linked to greater innovation and creativity!
Project Aristotle: a case study on psychological safety
Project Aristotle: a case study on psychological safety
In a mission to understand what makes a team effective, Google spearheaded a study known as Project Aristotle. Google analyzed data from hundreds of Google teams. This extensive research examined a variety of factors including individual skillsets, personality traits and team dynamics. Surprisingly, Google concluded that psychological safety was identified as the most critical factor in determining team effectiveness.
Project Aristotle revealed that, above all else, psychological safety is the key factor that enables team members to communicate authentically, take risks, learn from mistakes, share diverse perspectives, and innovate effectively (10).
More on Project Aristotle:
From hesitant driver to confident navigator: 5 steps to easing the brakes as a leader your workplace
From hesitant driver to confident navigator: 5 steps to easing the brakes as a leader your workplace
Set explicit expectations: Setting clear expectations is fundamental to creating psychological safety in the workplace. When employees understand what is expected of them, they have a clear roadmap for success.. This clarity not only drives performance but also fosters a work environment where individuals feel secure, valued, and free from the anxiety of ambiguity or unexpected criticism.
Be transparent: Transparency in leadership is a cornerstone of psychological safety in the workplace, as it fosters trust, eases anxiety, and sets a foundation for open, authentic communication. When leaders are transparent about decisions, expectations, and challenges, they create a climate where employees feel informed, respected, and part of the larger picture.
Leverage mistakes as opportunities for growth: Leveraging mistakes as opportunities for growth is essential for creating psychological safety within a team. When leaders or colleagues encourage productive discussions around mistakes and uncertainties—rather than letting them lead to blame or ostracism—they promote a culture of learning and continuous improvement.
Reward risk taking: Take notice when colleagues or employees take risks to improve work processes. This doesn’t mean praising every risk regardless of the outcome, but rather acknowledging the effort people put into creating positive change by challenging the status quo or thinking outside the box.
Don't be afraid of vulnerability: This means being open about challenges, uncertainties, or mistakes. This doesn't mean oversharing or lacking confidence; rather, it involves sharing genuine experiences in ways that build trust, encourage teamwork, and foster an environment where everyone feels comfortable bringing their full selves to work.
More guidance on creating psychological safety in the workplace:
Summing up...
Summing up...
In summary, when organizations foster psychological safety, their people thrive because their basic needs are met. When this need is fulfilled, data shows that businesses save money, time, and resources by reducing turnover, boosting engagement, improving performance, and driving innovation. It’s a win-win situation—a virtuous cycle (11). By prioritizing psychological safety, we can create workplaces where everyone feels valued, respected, and empowered to reach their full potential. When we create psychologically safe environments, we remove the brakes that hold individuals and organizations back, allowing them to accelerate towards success.
References
References
Edmondson, A. C. (n.d.). Psychological Safety. Amy C Edmondson. https://amycedmondson.com/psychological-safety/
Clark, T. R. (2022, November 9). What Psychological Safety is Not. Forbes. https://www.forbes.com/sites/timothyclark/2021/06/21/what-psychological-safety-is-not/
McKinsey & Company. (2023, July 17). What is Psychological Safety?. McKinsey & Company. https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-psychological-safety
Smith, M. J. (2024, June 25). The SCARF Model for Psychological Safety in Groups. The Commons. https://commonslibrary.org/the-scarf-model-for-psychological-safety-in-groups/
Phillip. (2019, November 26). Building Psychological Safety. The Leadership Sphere. https://theleadershipsphere.com.au/insights/building-psychological-safety/#:~:text=The%20SCARF%20model%20is%20a,prepared%20to%20act%20on%20it
Mayo Clinic Staff. (2023, August 1). Chronic Stress Puts Your Health at Risk. Mayo Clinic. https://www.mayoclinic.org/healthy-lifestyle/stress-management/in-depth/stress/art-20046037
Diversity Science. (2024, June 21). Prevent Stereotype Threat (Identity Threat) from Undermining DEI Success. https://www.diversityscience.org/overlooking-stereotype-threat/
Morales, L. (2024, February 28). Revolutionizing Financial Services: The Critical Role of Psychological Safety. Nasdaq. https://www.nasdaq.com/articles/revolutionizing-financial-services-the-critical-role-of-psychological-safety
Sprout. (2023, September 17). Psychological safety at work. LinkedIn. https://www.linkedin.com/pulse/psychological-safety-work-clarkson-people-consulting/
Poyton, B. (2024, October 3). Google’s Project Aristotle. Psych Safety. https://psychsafety.co.uk/googles-project-aristotle/
Geraghty, T. (2024, June 28). Psychological Safety and Wellbeing. Psych Safety. https://psychsafety.co.uk/psychological-safety-and-wellbeing/
Page updated
Google Sites
Report abuse