If you’re in a conversation about workplace culture today, psychological safety is likely at the top of the list. Introduced over 25 years ago by Dr. Amy Edmondson, this concept focuses on creating environments where people feel they can speak up, share ideas, and take risks without fear of negative consequences. As Edmondson puts it, “it’s felt permission for candor.”
While it may sound like a recent buzzword, psychological safety has proven to be one of the cornerstones of thriving teams—and it’s more relevant than ever, especially in diverse and polarised work environments.
In recent discussions, including a panel I participated in with workplace leaders from different industries, the idea of psychological safety came up as one of the most essential ingredients for building a healthy workplace. It’s not just a “nice-to-have”; it’s a must-have. Psychological safety is the foundation for cultures where individuals can thrive, where diverse perspectives are welcomed, and where innovation is nurtured.
As leaders, we have a responsibility to create an environment that supports this kind of safety and to challenge the ways in which we may unintentionally hinder it.
Psychological safety is about more than just comfort:
There’s a misconception that psychological safety is about making people comfortable all the time. This couldn’t be further from the truth. It’s not about creating a cushy, conflict-free environment. In fact, psychological safety is about fostering an atmosphere where individuals feel comfortable enough to speak up, challenge ideas, and hold each other accountable. It’s about embracing constructive discomfort – where difficult conversations can take place, and tough topics are addressed with respect. These conversations are critical for growth and innovation, and they can’t happen in environments where people are afraid of making mistakes or being judged.
Psychological safety also isn’t about protecting individuals from every difficult experience, nor is it about shielding them from tough feedback. It’s about creating an environment where feedback is not only safe but encouraged, and where that feedback contributes to personal and team growth. It also doesn’t mean allowing people to speak without regard for others—it requires respect and civility. In other words, while the space should be open for diverse opinions, those opinions should be communicated constructively and thoughtfully.
Diversity, inclusion, and psychological safety go hand in hand:
As workplace leaders continue to focus on diversity, equity, and inclusion (DE&I), psychological safety has become increasingly tied to these efforts. This is because it is one of the key mechanisms by which people feel a sense of belonging. Diverse teams perform better, but only when inclusion is prioritised. Inclusion isn’t just about hiring individuals from diverse backgrounds; it’s about ensuring that every person has a voice and feels valued. Without inclusion, even the most diverse teams will fail to reach their potential.
In my discussions with colleagues, one thing became abundantly clear: psychological safety is the first step toward inclusion. You can’t get to the point where people are fully contributing, sharing diverse perspectives, and challenging one another if they don’t feel included in the first place. Inclusion is not just about “diverse looks” but about welcoming diverse ideas and ways of thinking. This requires an ongoing commitment to not just listening to but valuing and acting on the insights shared by people from all backgrounds.
I’ve seen how challenging this can be for some organisations. Overlooking the need for inclusion for everyone – especially those who might feel threatened by changing dynamics – can fuel backlash against DE&I initiatives. And here’s where psychological safety plays a role. For many employees, particularly those who have historically held the majority position, navigating this new world of work can be uncomfortable. But by creating psychologically safe environments, organisations can help these individuals find their footing and foster genuine respect for differences.
Debunking myths about psychological safety:
Despite its importance, there are still a number of misunderstandings about psychological safety:
1) Some people assume it’s about creating a “safe space” where nothing challenging ever happens. Others think it’s about making sure everyone feels comfortable all the time. These are myths that need to be dispelled.
2) One critical misconception is that psychological safety means keeping people comfortable. It doesn’t. It’s about creating space for people to challenge one another and give honest feedback. It’s about being able to disagree without fear of retribution. It’s about being able to have those tough conversations that are necessary for growth.
3) Another myth is that psychological safety is the same as prioritising mental health. While mental wellbeing is a key concern, psychological safety is more about ensuring people feel safe to express themselves, especially when addressing difficult issues. It’s not about avoiding discomfort; it’s about ensuring that discomfort doesn’t lead to personal or professional harm.
4) It’s also a myth that it’s solely the role of the leader to foster psychological safety, when in fact, it needs to be everyone’s job.
5) Finally, psychological safety is often misunderstood as a free pass to say whatever you’re thinking. But that’s not what it’s about either. While psychological safety allows individuals to speak up, it should never come at the cost of respect or civility. The goal is to foster an environment where open, constructive dialogue can thrive—not a place where every opinion, no matter how hurtful or off-base, is allowed to run unchecked.
Creating psychological safety in diverse settings:
The application of psychological safety becomes even more complex when you consider different work settings. Remote work, for example, presents unique challenges. It’s harder to create that spontaneous, organic connection between team members when everyone is working from different locations. But it’s not impossible.
Leaders can encourage psychological safety in remote teams by intentionally carving out time for non-work conversations and creative brainstorming sessions. This helps team members feel seen and valued, even when they’re not physically present.
For frontline workers, the challenge lies in creating experiences that make these employees feel heard. We must meet them where they are, solicit their feedback, and ensure that they have a platform for sharing their ideas. For many hourly workers, the experience of being heard and valued can feel rare, so building psychological safety in these spaces requires a deep commitment to empathy and engagement.
Additionally, workplaces often face the challenge of navigating grief and loss. Employees may experience personal loss, and it’s important to provide space for them to grieve without judgement. Creating an environment where this is possible, without forcing individuals to fit into a one-size-fits-all approach to grief, is another critical component of psychological safety.
The future of psychological safety:
Looking ahead, it’s clear that psychological safety is here to stay. As leaders, we must continue to work toward creating environments where psychological safety isn’t just a buzzword but a reality. This requires ongoing education, clear communication, and a commitment to making psychological safety a priority.
Ultimately, psychological safety is not just about performance—it’s about creating teams that feel safe, valued, and able to thrive. It’s about creating a culture where every individual, regardless of background, feels empowered to bring their full selves to work and contribute to the collective success.
By prioritising psychological safety, we can create workplaces that foster collaboration, innovation, and inclusivity, allowing both individuals and organisations to flourish.
Dr Mary-Clare Race
With a career spanning several continents, Dr Mary-Clare Race has led businesses through rapid growth in both the UK and the US.A recognised expert in her field, Mary-Clare’s research has been published in leading journals such as Frontiers in Psychology, Mental Illness at Work, and People & Strategy, alongside industry publications such as The Harvard Business Review, People Management, and The Financial Times.Alongside her role at Talking Talent, Mary-Clare is a Board advisor to several organisations in the Mental Health and DEI (Diversity, Equity, & Inclusion) sectors. She also lectures at University College London and Columbia Business School in NYC.
