Psychological safety in teams: 10 tips
In order for employees to actively participate in projects and tasks, they need psychological security. Otherwise they will remain silent. Read how you as a manager can create an environment in which your team members work together openly, innovatively and confidently and express their opinions openly.
Content of the article:
Strengthening psychological safety within a team means creating a work environment in which employees can openly ask questions, report problems, and try out new ideas without fear of embarrassment, career setbacks, or rejection. Such conditions foster learning, boost innovation, and reduce systemic risks— because conflicts are identified early on and lessons are learned from mistakes.
Psychological safety: a thought experiment
Do you think a team member would point out a mistake you made as a manager? And would you admit to that mistake? Would you be grateful to the team member for pointing it out? Or would you start to harbor resentment? How would you respond? And what consequences would that have?
With this little thought experiment, you are right in the middle of a topic that is closely linked to team cohesion and corporate success: psychological safety. Amy Edmondson, Professor of Leadership at Harvard Universityintroduced this term into the business context back in the 1990s.
At the time, the management icon was investigating the susceptibility of the American healthcare system to errors. Her initial hypothesis was that better teams make fewer mistakes. As her research progressed, it turned out that the opposite was true. Amy Edmondson found that successful teams did indeed make mistakes, but they spoke openly about them and didn’t sweep anything under the rug. The key factor was the interpersonal dynamics among the team members:
Did the nurse dare to tell the senior physician on duty that a patient had been overdosed in her eyes? Was her supervisor grateful to her for pointing this out or did she reject the comment as a matter of hierarchical order? How capable was the team involved here of learning from the mistake and making logical decisions together?
What does psychological safety mean?
The concept of psychological safety in teams describes the level at which members feel free to express their ideas and concerns, ask questions, and point out mistakes without fear of negative consequences—that is, fear of consequences that, in the worst-case scenario, could affect their personal reputation, status, or career. Psychological safety, therefore, describes the belief that the work environment is free from interpersonal risks.
Disagree with the boss: Could that hurt me?
It sounds somehow obvious: disagreeing with the boss because I see a hurdle in a task, for example - and being sure that my objection will not have any negative consequences. On the contrary: it's even welcome because the objection is constructive.
But that's not always the case.
Because if I want to disagree with the head doctor or have an unconventional solution to a problem in mind, it helps me a lot to know that I can feel safe when I say what I think. Ultimately, the point is that we humans make ourselves vulnerable when we express a contrary opinion.
Because when in doubt, we have to endure the fact that someone might be outraged or angry with us, explains Edmondson in the Team A podcast from Manager Magazine. As a rule, however, we want people to think well of us, and in the worst case scenario, this desire leads us to remain silent.
So it's about big emotions such as fear, the need for harmony or the desire to belong - but in an environment that is intent on acting as rationally as possible.
After all, some might think that a company isn't a place for interpersonal sensitivities. The crux of the matter, however, is that companies are, after all, made up of people. And people are deeply emotional beings.
Employee silence: the silence of team members
Research has also found a term for the fact that people sometimes prefer to remain silent rather than express their concerns: Employee silence describes the phenomenon when employees hesitate or refuse to disclose their opinions or suggestions in the workplace.
The example of the nurse who discovers that a patient appears to have overdosed on medication but does not report it to her supervisor makes it painfully clear just how negatively silence can affect organizational performance. When valuable feedback and ideas are not communicated, the damage can sometimes be enormous or even life-threatening ( Employee Silence by Elisabeth Morrison).
Vague feedback leads to confusion
Another strategy for avoiding conflicts, even though it is actually time to say: "Not like this, please!", is to beat around the bush, i.e. to communicate in an unclear and incomprehensible way. The aim is to avoid damaging the harmony - at least in the short term.
Especially when managers act in this way, this avoidance strategy can have damaging long-term effects on both individual performance and the team as a whole. Vague feedback is given that leads to confusion rather than clarity, in an attempt to avoid straining the personal relationship with the colleague.
In her bestseller "Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity" (2017), leadership expert Kim Scott calls this type of response to mistakes in companies "ruinous empathy" and explains what leaders should do instead - namely be relentlessly open.
“Unflinching candor,” or “Radical Candor,” is based on a balance between personal care and direct feedback. Leaders who practice Radical Candor not only build trusting relationships with their employees but also foster psychological safety, Scott writes.
10 tips for more psychological safety in your team
By: Darina Doubravova, executive coach and head of the pme Academy
Regardless of how rigid the company structures are, you can strengthen the psychological safety in your own team. Through open communication, a culture of error and regular exchanges, you can create an environment in which everyone feels safe to express ideas and concerns. Ten tips on how you can positively influence the dynamics and performance of your team:
1. be a role model: If you have made a mistake, own up to it
As a manager, you should start by talking openly about mistakes. For example: "Yes, I made a mistake here. Here's what I've learned from it (...). I will try to do things differently in future".
2. speak openly about uncertainties
If you as a manager are not sure exactly what the right path is, be open about it. In times of complex interrelationships, it is unlikely and presumptuous for one person to claim the prerogative of interpretation for themselves alone. Get other opinions and be transparent about it by talking about the fact that you are following the ideas of your team members. Build in feedback loops to quickly recognize when the chosen decision may not have been the right one after all.
3. ask questions and ask for ideas
Actively asking for the ideas and opinions of team members promotes a sense of appreciation and belonging. Questions such as "What ideas do you have?" or "What are we overlooking here?" encourage employees to get involved and share their perspective. This strengthens the feeling that every voice counts and contributes to the innovative strength of the team.
4. also say thank you in case of contradiction
Does someone in the team have a different view on how a particular problem can be solved? Thank them for their opinion and check it. If you come to the conclusion that your suggestion still seems to be the right one, make it transparent and explain why.
5. promote people who have failed with projects
It is important to promote employees who have done a good job despite failed projects. This shows that the company recognizes the process and efforts, not just the result. When projects fail, it is often not only due to the team, but also to external factors such as market conditions. Recognizing and encouraging these team members signals that failure is an accepted part of the learning process.
6. celebrate mistakes and see them as an opportunity for improvement
Mistakes should not only be tolerated, but seriously celebrated as learning opportunities. A culture that sees mistakes as opportunities for improvement encourages a positive attitude towards challenges. Team meetings could include regular "mistake celebrations" where employees share their mistakes and reflect together on what they have learned from them. Laughter should also be allowed.
7. encourage regular exchanges within the team
Encourage regular exchanges and discussions within the team to identify and remove obstacles to feedback. Actively ask: "What prevents us from giving feedback?". These open conversations help to identify the causes of reluctance and develop strategies to overcome them. A continuous feedback culture supports the development and growth of the entire team.
8. get feedback
Get regular feedback as a manager. Ask others to reflect with you on what is going well and what you can do better.
9. create commitment and rules for feedback
Create commitment and rules for other team members on how feedback is given and received. Consider with the team members whether a defined framework is needed for this.
10. deal with the Delegation Board
Use a delegation board - this is a visual tool used in teams and organizations to create clarity about who is responsible for which decisions and at what level decisions can be made. Think about which decisions you need to make as a manager and which can be made by the team.
FAQ: How Can I Strengthen Psychological Safety in My Team?
What is psychological safety?
Psychological safety is the shared belief within a team that members can openly voice questions, concerns, and mistakes without fear of negative personal consequences.
Why is psychological safety important for my team?
It enhances learning, innovation, and performance because employees are more likely to report problems, share knowledge, and try new things.
As a manager, how can I get started right away?
Start today by openly acknowledging your own mistakes, actively asking for opinions, and saying "thank you" when someone disagrees with you.
How do I measure progress in psychological safety?
Use regular anonymous Pulse surveys with 3–5 questions (e.g., “I feel comfortable raising concerns about risks”) along with qualitative retrospectives.
Doesn't greater openness lead to conflict?
No. When facilitated properly, openness promotes early conflict resolution and prevents problems from becoming entrenched; clear ground rules for discussion are important in this regard.
Is a single workshop enough to create psychological safety?
A workshop can get started, but lasting change requires ongoing practice, leadership by example, and measurement.
