Psychological safety refers to an environment where individuals feel safe to express their thoughts, ideas, and concerns without fear of negative consequences. This concept, introduced by Harvard Business School Professor Amy Edmondson, emphasises the importance of creating a workplace culture where employees can take risks, admit mistakes, and voice their opinions openly.
Building psychological safety is an ongoing process that requires continuous effort and commitment from everyone in the organisation. It isn’t about being nice all the time and avoiding difficult conversations or criticism. It's about creating an environment where these conversations can happen constructively.
The importance of psychological safety
Not only has psychological safety been proven to reduce employee turnover by 27%, but it improves overall performance by encouraging out-of-the-box thinking, problem-solving, and more effective collaboration. When team members feel safe to share their ideas, even unconventional ones, it leads to greater creativity and innovation. They are more likely to collaborate effectively, address issues promptly, and support each other.
Psychological safety also allows individuals to learn from their mistakes without fear of retribution. This culture of continuous learning and improvement is essential for personal and professional growth. Employees who feel psychologically safe feel valued and are more likely to stay in their organisation.
Barriers to psychological safety
Creating psychological safety can be challenging, especially in fast-paced environments. Managers often focus on goals and deadlines, missing subtle signs that employees don't feel safe to express themselves. Even well-meaning leaders can have employees who fear disappointing their team or appearing incompetent, rather than fearing direct reprimand.
Leaders themselves may struggle with showing vulnerability, inadvertently setting a tone where employees feel they must always appear confident. Additionally, cultural and individual differences mean that what feels supportive to one person might not feel the same to another, making it difficult to ensure everyone feels equally safe and valued.
Signs that someone feels psychologically unsafe
Managers working closely with their teams can make behavioural observations. Employees who don't feel psychologically safe may avoid speaking up in meetings or contributing ideas, remaining silent even when they have valuable input due to fear of being judged or criticised. They might be afraid to make mistakes or admit to them, going to great lengths to cover up errors instead of addressing them openly. Additionally, employees might avoid giving or receiving feedback, showing discomfort or defensiveness when feedback is provided.
A noticeable drop in engagement, enthusiasm, or morale can be another sign. Employees might seem disengaged, disinterested, or unmotivated. A lack of psychological safety can also lead to increased levels of stress and anxiety among employees and a subsequent increase in health issues and absences. Frequent resignations or transfers can indicate that employees don't feel safe or valued in their current environment.
Measuring psychological safety
Surveys and questionnaires: use anonymous surveys to rate statements related to psychological safety (e.g., "I feel safe to take risks in this organisation").
Pulse surveys: conduct short, frequent surveys to track changes and identify trends over time.
Stay interviews: understand what keeps employees at your organisation and what might cause them to leave, providing qualitative data on psychological safety.
Focus groups: organise in-depth discussions to uncover insights and gather employee experiences and suggestions.
Creating team psychological safety
Building a psychologically safe workplace requires intentional and continuous effort from leaders and team members alike. Here are some strategies:
Encourage open communication
Leaders should create channels for open and honest communication. Regular team meetings, feedback sessions, and anonymous surveys can help employees feel heard and valued.
Model vulnerability
Leaders who admit their own mistakes and show vulnerability set a powerful example for their teams. This behaviour encourages others to do the same, promoting a culture of trust and openness.
Recognise and reward contributions
Acknowledge and celebrate the contributions of team members. Recognising efforts, even when they don't lead to success, reinforces the value of taking risks and trying new approaches.
Provide constructive feedback
Offer feedback that is specific, actionable, and focused on improvement. Constructive feedback helps individuals understand their strengths and areas for growth without feeling attacked.
Create a safe space for dialogue
Ensure that team members feel comfortable discussing sensitive topics and challenging the status quo. This can be achieved by nurturing a respectful and inclusive environment.
Monitoring psychological safety
Regular feedback sessions: maintain open dialogue through one-on-one meetings and team check-ins.
Anonymous feedback tools: capture honest opinions and concerns that employees might hesitate to share openly.
Employee listening tools: analyse data from various sources to track employee sentiments and wellbeing.
Comparing teams: regularly compare psychological safety levels across teams to identify areas for improvement and share best practices.
Action plans and follow-ups: create and follow up on action plans to address identified issues and ensure continuous improvement.
In a nutshell, psychological safety is a critical component of a healthy and productive workplace. By creating an environment where individuals feel safe to express themselves, organisations can unlock the full potential of their teams, drive innovation, and achieve greater success. As we move forward, prioritising psychological safety will be key to building resilient and thriving workplaces.
If you’re looking for fresh talent to join your team, or a new opportunity, contact your nearest Reed office today.
