Harvard professor Amy Edmondson defines psychological safety as "the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes."1 It means having the freedom to address problems openly, admit errors, and voice unconventional opinions without fear.
But psychological safety is more than just a “nice-to-have” or a feel-good factor. It’s a key driver of team effectiveness, alongside reliability, structure, and clarity. A workplace that fosters psychological safety doesn’t just enhance individual performance—it strengthens collaboration. Open communication leads to clearer roles, deeper mutual understanding, and stronger support. Without it, employees hesitate to share new ideas or acknowledge mistakes, leading to missed opportunities and stagnation.
How do you feel when you have to admit a mistake to your (for example) partner, parents, or children - to show vulnerability? In our personal relationships, feeling safe and understood in such moments is crucial. We need to lower our defences without fearing judgment or negative consequences. But this sense of security shouldn’t be confined to our private lives—it should be present in the workplace, too. But what exactly does psychological safety at work entail? How can we tell if it exists - or if it’s missing?
From workplace conflicts to humor, even down to bold outfit choices—at work, we often wonder how our actions will be perceived. Too often, we hold back, afraid of being misjudged.
We don’t ask questions for fear of appearing uninformed. We hesitate to give feedback, worrying we might offend someone. We keep personal anecdotes or experiences to ourselves, unsure of how they will be received.
The result? We show up as less than our true selves. But authenticity is what workplaces and teams truly need! The missing ingredient? The trust required to take interpersonal risks.
Despite its clear benefits, fostering psychological safety in organizations is not always easy. Obstacles can stem from leadership as well as company culture.
Leaders who project uncertainty or create a punitive environment make it harder for teams to open up. Likewise, rigid hierarchies or overly competitive structures can stifle trust and discourage honest communication.
How can we create a work environment where openness and honesty aren’t liabilities but strengths? Where conflict is not destructive but constructive—bringing teams closer rather than pushing them apart? To strengthen psychological safety in teams and organizations, three key principles can help:
Psychological safety isn’t just essential for individual well-being—it’s a cornerstone of innovation, collaboration, and long-term workplace success.
So, what about your team? Is there space for open communication, trust, and the courage to take risks? Share your thoughts with us—or, even more importantly, with your colleagues!
1Amy Edmondson talking about Psychological Safety (EN)