The psychological safety of your organization is of great importance to how your employees will get involved and contribute to the success of the team. However, it requires the joint efforts of all team members if psychological safety is to be strengthened. In this article, we have gathered the knowledge you need to understand the concept, history, dynamics, and actions that can strengthen psychological safety.
What is psychological safety?
Psychological safety describes an environment where people feel comfortable talking openly about concerns, sharing ideas, asking questions, and giving honest feedback. The degree of psychological safety in a group reflects how willing participants are to contribute without the risk of being punished, exposed, or sanctioned. Psychological safety is an important parameter for future success in your team.
Unlike trust, psychological safety is defined in a specific group setting where people come together to solve a task. This means that safety can shift depending on who is in the room at any given time. When psychological safety is high, team members have better access to inputs that allow them to solve tasks in the best possible way. Respecting the task at hand, team members are free to ask questions, share doubts, provide critical feedback, disagree, and incorporate new perspectives when psychological safety is high.
The concept of psychological safety is relatively young and emerged from Amy C. Edmondsons research on trust in teams during the 1990s. Her research was based on the healthcare industry, where she would explore how trust between team members affected their performance, failure rates and treatment success.
During the studies, the researchers made a surprising discovery when they examined which treatment teams reported the most errors in their treatments at the hospitals.
Guess for yourself: Which teams, do you expect, will have the most reported errors?
- Teams with high confidence
- Teams with low confidence
The surprising answer was A) High-confidence teams.
For a start, the team was completely puzzled. Was there a data processing error? Had the results been mixed up? However, it turned out that the key lay in the word 'reported'. Low-psychological-safety teams were less likely and less comfortable reporting errors compared to high-psychological-safety teams.
Who actually made the most mistakes, the study couldn't conclude. However, it suggested that high-psychological-safety teams were more willing to talk openly about and learn from their mistakes.
On the other hand, in environments with low psychological safety, employees are more likely to hold back their thoughts out of fear of appearing negative or offending others.
The Four Steps of Psychological Safety
When talking about psychological safety, it is almost impossible not to mention the book'The Four Stages of Psychological Safety' of Dr Timothy R Clarke. The book describes a conceptual model of four “steps” in psychological safety that teams can move through, from Step 1 to Step 4.
The four steps are:
- Inclusion security
Everyone wants to feel included and have a sense of belonging. We humans need acceptance into a team before we can express ourselves. So, the first step is simply about being comfortable with being present. This step ensures that all members are included and welcomed—without discrimination based on gender, age, social background, sexual orientation, or any other characteristic.
- Learning Security
The second step is learning safety, which involves the freedom to ask questions, give and receive feedback, experiment, and make mistakes. At this stage, team members provide and request feedback openly. The ability to acknowledge that one is in a learning process, and thus still improving, defines this phase.
- Contribution security
This step focuses on team members' ability to contribute their ideas in a safe environment where they are protected from potential embarrassment or ridicule. It is a complex stage, as sharing personal suggestions can make one feel vulnerable to criticism. However, in a contributory safety environment, team members feel encouraged to share because they know their input will be valued and not met with negativity.
- Challenge-Security
At this stage, members feel confident enough to challenge existing ideas, including those of leadership. They can suggest significant changes to plans, ideas, or work methods. This level of safety is crucial for innovation because it promotes critical thinking and constructive feedback. It's not just about questioning the status quo but also about proposing improvements and new approaches. In a challenge-safe environment, team members feel empowered to think creatively and challenge the status quo, which can lead to groundbreaking ideas and solutions.
No model is perfect, and while this model approaches a nonlinear concept like psychological safety in a somewhat linear way, it still serves as a practical tool. It can be useful for describing and understanding the progression through these stages, helping people grasp that psychological safety is fluid and shifts throughout a team’s journey. Individuals and teams may move back and forth between stages, skip steps, or experience different stages depending on the context, time of day, or even the team they’re working with.
It's also important to think about how we can foster environments that enhance psychological safety, and how that safety manifests across different groups, cultures, and individuals of varying backgrounds, languages, genders, sexual orientations, and socioeconomic statuses.
In this ever-evolving work landscape, paying close attention to finding the right balance between flexibility, productivity, and connection is key. Expectations and workplace norms are changing rapidly, with many people now blending office work with remote work. This makes it crucial to establish new habits, rhythms, and communication processes that suit this hybrid model. If you're struggling to strike this balance, we’re here to guide you through the process, helping you make sense of it all - including Hybrid cooperation.
Psychological safety leads to better learning, greater engagement and higher performance
What makes a team effective?
That's the question Google asked itself back in 2012. That wonder thus formed the basis of their great internal research project 'Progetto Aristotle'.
After years of research involving more than 180 teams and over 250 different factors, the findings were clear: psychological safety is the most important predictor of a team's effectiveness. The study highlights that organizations can reap significant rewards by fostering an environment of high psychological safety. However, efficiency is just one of the many benefits that leaders can expect when they actively promote and support psychological safety.
Here are some of the key advantages you can look forward to:
Better learning environment
In a study among nurses in Belgian hospitals one research team discovered that teams with higher psychological safety not only made fewer errors in their work but were also more willing to report malpractices to learn from them, compared to teams with lower psychological confidence. This was the case despite all groups acknowledging the importance of reporting errors to improve performance. This study is just one example, and several others support these same finding.
Another way in which a learning environment benefits is by reducing the prevalence of “workarounds.” A “workaround” refers to a temporary solution that allows individuals to overcome a challenge but fails to address the underlying issue, thereby leaving future challenges unmitigated. In healthy learning cultures, it is common for team members to seek out root causes of problems and resolve them, rather than allowing everyone to continually resort to makeshift solutions. Workarounds typically arise when individuals feel afraid to question established processes or critique others’ work.
When psychological security is high within an organization, members are more likely to engage in open discussions about genuine problems and challenges rather than opting for quick fixes.
Higher performance
Moreover, multiple studies conducted using various measurement methods across different types of organizations and regions reveal a consistent finding: teams with high psychological security outperform their counterparts with low psychological security.
An example is the Google studio that we mentioned earlier. Other examples are Edmondson (1999) and Bear & Frese (2003).
Research on teams engaged in process development reveals a particular emphasis on the importance of psychological security. It becomes evident that psychological safety is crucial when teams are tasked with developing ideas, methods, or conducting research, as these activities require significant interaction among members. Conversely, psychological security holds less relevance for individuals performing routine tasks that are repetitive in nature.
Greater Commitment
When discussing employee engagement, we refer to individuals who are not merely satisfied with their jobs. Employee engagement is characterized by the passion employees feel for their work and their commitment to the organization. This level of engagement significantly influences an employee’s willingness to go the extra mile for the organization.
Numerous studies indicate that psychological safety can effectively predict levels of engagement within employee groups. This correlation is largely facilitated by strong interpersonal relationships among team members.
If you are looking to cultivate a safe space for your team to thrive, we are here to support you. We can assist in various ways to help you get started on this journey. You can read, for example, how we have Helped Novozyme's 6500 employees strengthen psychological safety through digital team training.
You can also access the same course below.
You can find the digital team course on psychological safety here
How to assess the psychological security of your team
As a starting point, we recommend two methods to estimate the degree of psychological security in your team. Either you can start to notice the behavior of team members when it comes to meeting culture, knowledge sharing, presentations, and the like — or you can go quantitative and make estimates of the level of psychological security in your team.
Use your eyes and ears
Below are several questions designed to help you assess whether team members may be holding back in their interactions. Recognizing these signs can indicate low psychological safety within the team:
- Do you hear important messages through informal channels rather than direct communication?
- Do your employees frequently ask questions or provide feedback only after meetings, rather than during them?
- Do you notice a phenomenon of "noisy silence" in meetings, where members are present but not actively engaging?
- When was the last time your team had a disagreement? (A lack of disagreements may suggest discomfort with expressing critical viewpoints.)
- Do managers and team leaders dominate conversations in meetings, leaving little room for others to contribute?
- Do your employees appear anxious or nervous when presenting their ideas or work in meetings?
While the responses to these questions may not provide a definitive assessment of your team’s psychological safety, they can enhance your awareness and curiosity regarding the subject.
In a video from Morten at Feedwork, he further elaborates on what low psychological safety can manifest as during team collaboration.
You can also choose to go more quantitatively.
Make a measurement
In her book on psychological safety, Amy C. Edmondson provides a series of questions, which she has used in her research, to estimate the degree of psychological safety across teams.
However, it's essential to understand that merely measuring psychological safety won't provide a comprehensive understanding of your team's dynamics. While these measurements can be valuable for tracking progress over time, they should primarily serve as a starting point for fostering dialogue about psychological safety within the team.
Using the results as a catalyst, you can engage team members in discussions about their varying perspectives and experiences regarding collaboration in everyday situations. This approach not only enhances understanding but also encourages open communication, enabling you to address any concerns or areas for improvement together.
The manager holds a pivotal role in fostering psychological safety within a team.
The manager wields significant influence over their employees, serving not only as a leader but also as a guardian of the team's psychological safety. Their role extends beyond mere supervision; they are tasked with enforcing the team's norms and safeguarding against breaches that could undermine this crucial aspect of the workplace.
To drive meaningful change, leaders may require practical tools and strategies that empower them to cultivate psychological safety within their teams. Our approach focuses on developing leaders by enhancing their learning capabilities and shaping their mindsets, enabling them to effectively integrate new methodologies into everyday scenarios.
Moreover, it is essential for leaders to possess a genuine interest in psychological safety, as this understanding is vital for their success. Just like any other employee, managers are motivated by the desire to excel in their roles, gain recognition, and advance in their careers. Their effectiveness in achieving these goals is directly tied to the performance of their teams. When employees operate in an environment marked by high psychological safety, they are better equipped to tackle challenges, collaborate effectively, and ultimately deliver the desired results.
8 tips to increase the psychological security of your team
Creating an environment that nurtures psychological safety is essential for fostering collaboration and engagement among team members. Here are specific measures that can be implemented to enhance psychological security within your team:
- Set the Framework for Work
Clearly define expectations regarding roles, contributions, and terms for all team members. This clarity helps each individual understand their role within the broader context of the team's objectives, alleviating implicit doubts and enhancing certainty in collaboration.
- Emphasize the Purpose
Every collaborative effort has a defined purpose, whether it’s a single meeting or a long-term project. By articulating this purpose and highlighting each member's role in achieving it, you foster a sense of social responsibility that encourages productive contributions toward shared goals.
- Show Situational Humility
Recognizing that knowledge is inherently limited is crucial. Encourage team members to use phrases like “I don’t know” to promote a culture of humility and openness. This acceptance reduces the fear of appearing uninformed and encourages more candid discussions about complex issues and the exploration of new solutions.
- Train the Ability to Investigate
Foster an environment where questions are valued as a means of dialogue. The ability to break in spontaneously with ideas is different from sharing thoughts when prompted. Encouraging questions not only opens up discussions but also helps in examining various perspectives, thereby enhancing psychological safety.
- Use Structures and Processes
Implement structured conversation processes that promote engagement and reflection. Utilizing frameworks such as Liberating Structures can provide a variety of dialogue formats that stimulate participation and ensure that all voices are heard.
If necessary, read about stress at work here
- Sincere Appreciation of Inputs from the Team
Acknowledging and appreciating team members' contributions is vital for fostering participation. Create a culture where input is valued by expressing gratitude—this could be as simple as saying "thank you." Additionally, engage with their ideas by asking thoughtful, in-depth questions about their proposed solutions, rather than dismissing them outright. This approach not only shows respect for their contributions but also encourages ongoing dialogue and collaboration.
- Normalize Errors
The way a team reacts to mistakes is a strong indicator of its psychological safety. If team members fear punishment for errors, they are likely to remain within their comfort zones, stifling innovation and creativity. Instead of hiding mistakes, promote an open dialogue about them. Encourage discussions that normalize errors as part of the learning process. By openly addressing and owning mistakes, the team can foster an environment where learning and improvement are prioritized over blame.
- Cracking Down on Breach
Establishing rules for behaviors that promote psychological safety is only the beginning. It is equally important to enforce these norms consistently, ensuring that all team members adhere to the agreed-upon standards of conduct. Recognize that one individual's negative behavior can undermine the psychological security of the entire group. Therefore, leaders must take an active role in addressing breaches of psychological safety, working collaboratively with team members to maintain a supportive environment.
These measures not only enhance psychological safety but also strengthen the team's overall effectiveness. Leaders play a crucial role in this process, but achieving a secure environment requires the commitment and collaboration of all team members. Together, they can create a culture where everyone feels safe to share, innovate, and learn from one another.
How to Use Feedback to Improve Psychological Safety
You could say that psychological safety is a foundation for the team's ability to get the full value out of your feedback, because it requires a certain level of psychological safety before members start using feedback spontaneously.
On the other hand, the way you use feedback can also be a great cultivator to elevate your psychological security to a new level.
- Seek feedback from your colleagues
By soliciting feedback from your colleagues, you acknowledge their expertise, while at the same time willing to accept their feedback. That way, you can build a habit of sharing feedback, thoughts and perspectives with each other. If you need inspiration on how to solicit feedback, we've created a resource with 40 good questions to ask for feedback. - Share positive stories about feedback
When you've been successful in sharing feedback that has created learning or made a positive difference, it can be a great idea to share these stories with others in the group. That way, you can increase the overall motivation to share feedback with each other. - Provide appreciative feedback
Focus on the appreciative feedback as it creates a sense of “belonging” and “good enough”, and from here it is much more obvious to dare to try something new, while increasing the overall engagement of your colleagues. All of which will make the work of psychological safety easier. - Be good at receiving feedback
When you are offered feedback, it is important, especially if you are a leader, that you respond in a productive way. The fact that you are able to show gratitude and curiosity has a big impact on whether your colleagues bother to give you feedback a second time. In reality, it is very similar to advice #6 above, to appreciate the input of your team. - Choose the right space when sharing your feedback
Many people are relatively blunt about feedback, as they feel it is a vulnerable situation when receiving feedback. Therefore, it is super important that you become good at choosing the right spaces (especially the right audience) when you share feedback with each other. Should this feedback be shared in plenary, or is it best to take it under 4 eyes?
Feedback and psychological safety are closely linked, and in this article you can learn more about how good feedback is communicated.
Workshops and leadership training on psychological safety
In the past, we have successfully assisted other organizations in their efforts to enhance psychological safety through conventional workshops and development courses.
When working to improve the psychological safety of your organization, there are several important factors to consider:
What behaviors do you exhibit towards one another?
How do you communicate with each other?
How do you structure your work?
Do you allow space for everyone to contribute?
We can help you address all of these aspects, and you can read more about our workshop on psychological safety and how it can benefit your team.
Thank you for reading this article about psychological safety. We hope you have found useful inspiration and motivation to continue working with psychological safety — your team will thank you. We are sure of that.
