Psychological safety: what it is and what you as a business leader need to know

Psychological Safety: What Is It, Why Does It Matter, and How Do You Build It?

Psychological safety is a term that has gained increasing attention recently. More and more companies are seeing the benefits of a culture where employees dare to speak their minds, report errors, and contribute ideas.

But what does the concept actually mean? Why is it important—and what are the common misconceptions?

What is Psychological Safety?

Psychological safety means that employees in a group feel it is acceptable to take “interpersonal risks.” In other words, it is possible to ask questions, disagree, admit mistakes, or ask for help—without risking criticism, ostracism, or other negative consequences for one’s reputation or career^[1][2].

This does not mean the workplace should be free from challenges or conflicts. Rather, it should feel possible to be open, even when it becomes uncomfortable.

Psychological safety means you can be honest and constructive, even when it’s difficult, without having to fear reprisals.

Examples

• An employee dares to point out a mistake in a process, even when the manager is present.
• Someone asks for help without feeling stupid.
• The team openly discusses what went wrong in a project—and what can be done differently next time.

Why is Psychological Safety Important?

The research is clear: high psychological safety is critical for learning, innovation, quality, and performance^{[1:1][2:1][3]}. Here are the key effects:

• Learning: When we dare to talk about mistakes and shortcomings, we learn and avoid repeating errors.
• Innovation: New ideas emerge when it’s allowed to think differently and share suggestions without being dismissed.
• Performance and quality: Mistakes are detected and corrected more quickly. Teams that dare to be open perform better.
• Engagement and satisfaction: Employees who feel safe are more engaged and satisfied.

Psychological safety is especially important in complex, fast-changing environments where learning and adaptability are crucial—such as in technology, healthcare, industry, and the service sector^[2:2][4][5]. But even in stable organizations, the benefits are clear.

Six Common Misconceptions

The concept of psychological safety has become popular and is sometimes misunderstood. Here are six common misconceptions about psychological safety, from an article in Harvard Business Review, and why they are incorrect:

1. Psychological Safety Means Everyone Must Be Nice

Avoiding conflict or never speaking up is not a sign of safety. It’s more an indicator of a culture of silence. Safety is about daring to say even uncomfortable things, but in a respectful way. There is a difference between kindness (caring about each other) and niceness (avoiding discomfort).

2. Psychological Safety Means You Always Get Your Way

It’s important to understand that safety is not about always getting what you want. It’s about being listened to and taken seriously—not that management must implement every suggestion.

3. Psychological Safety Is the Same as Job Security

Feeling psychological safety is not the same as being guaranteed to keep your job or avoid change/consequences. It’s about daring to speak up about what’s important, even if decisions may go against you.

4. Psychological Safety Conflicts with High Standards and Performance

Many believe that high standards and psychological safety are incompatible. But research shows that the best results come from teams with both high standards and high psychological safety.

5. Psychological Safety Can Be Mandated

Writing a policy or dictating that “you must be psychologically safe” does not create safety. It requires ongoing work where leaders and teams build trust and openness in everyday situations—and where leaders set the tone through their own actions.

6. Psychological Safety Must Come from the Top

Leaders are important, but safety is created in every team and group—regardless of what is said in executive presentations. Everyone in a group influences the climate, and small efforts from individuals can make a big difference.

How Do You Build Psychological Safety? Four Concrete Steps

1. Set Clear Goals and Show Why Openness Matters

Connect openness and honesty to the organization’s purpose and goals. Emphasize that everyone is needed for success—and that requires everyone to dare to speak up about what they see and think.

• Regularly discuss why it’s important to raise risks, mistakes, and suggestions for improvement.
• Explain that openness is the foundation for achieving your goals.

2. Improve the Quality of Conversations in Teams

• Ask open-ended questions:
  • “What could go wrong if we do it this way?”
  • “Does anyone see it differently?”
  • “What do we need to know before making a decision?”
• Listen actively. Show that you take input seriously. Thank people for honest feedback, even when it’s uncomfortable.
• Avoid dismissing someone who disagrees. Instead, show that you appreciate honesty.

3. Create Routines and Structures for Reflection and Learning

• Hold regular check-ins where you openly discuss obstacles, mistakes, and lessons learned.
• For example, use a “failure wall” to make lessons visible.
• Use appropriate digital tools to systematically collect suggestions for improvement and deviations, such as AmpliFlow.
• Make it easy to report deviations and improvements. Follow up to ensure suggestions are utilized.

Example: Use AmpliFlow for Structured Learning

With AmpliFlow, you can easily collect improvement suggestions, manage deviations, and follow up on corrective actions. This makes it easier to create a culture where everyone dares to contribute—and where nothing falls through the cracks.

4. Lead by Example

As a manager or leader, you need to show that it’s okay not to know everything. It’s good to ask for help or talk about your own mistakes. Set the tone by sharing failures and what you learned from them. This reduces the fear of failure in front of others.

How Do You Know If You Have Psychological Safety?

You can use simple questions in conversations or employee surveys, such as:

• Do you dare to disagree with your manager if you don’t agree?
• Can you talk about mistakes without fearing negative consequences?
• Do you feel your ideas and opinions are taken seriously?
• Does the team listen to each other and learn from one another’s mistakes?

If the answers show that many hesitate to speak their mind, there is more work to be done.

Measurement and Tools

There are established tools for measuring psychological safety, including surveys from Edmondson^[1:2] and other researchers. But often it’s enough to start with simple conversations and open questions.

Common Obstacles—and How to Overcome Them

Hierarchies and Status

The greater the differences in power and status, the harder it is to speak up. Work actively to invite dialogue and show that all opinions are important.

• Ask for input from everyone, not just the most outspoken.
• Create structures so everyone can have their say, such as going around the table in meetings.

Fear of Reprisals

If someone is punished for pointing out a mistake, the message quickly spreads that it’s best to remain silent. Make it clear that the opposite is true: it is helpful to raise problems.

• Thank those who point out problems, even if it’s uncomfortable.
• Follow up and show that being open pays off.

Lack of Time and Stress

In stressful environments, there is a risk of neglecting learning and reflection. Set aside time—it pays off.

• Include short reflections during meetings.
• Use digital tools to continuously capture ideas and risks.

How Can AmpliFlow Support This Work?

AmpliFlow provides tools to help you build and lead your organization effectively. For example, we offer tools for:

• Deviations and improvements: Make it easy and safe to report mistakes, risks, and ideas.
• Process maps and routines: Clear workflows make it easier to discuss what works—and what needs improvement.
• Competence matrices and training plans: Highlight knowledge gaps—and make it okay to ask for help.
• Executive team work and HR: Follow up on employee discussions and create structure for learning.
• Risk management: Manage risks openly and systematically—and show that it’s valuable to raise problems early.

Research and Further Reading

Psychological safety is a well-studied area, and the research is clear: it is a fundamental prerequisite for learning, innovation, and quality in teams^{[1:3][2:3][3:1][4:1][5:1][6][7]}.

If you want to delve deeper, these sources are recommended:

• Nightingale, J. et al. (2017). Psychological Safety: A Meta‐Analytic Review and Extension. Personnel Psychology.
• Grailey, K. et al. (2021). The presence and potential impact of psychological safety in the healthcare setting: an evidence synthesis. BMC Health Services Research.
• Edmondson, A. & Bransby, D. (2022). Psychological Safety Comes of Age: Observed Themes in an Established Literature. Annual Review of Organizational Psychology and Organizational Behavior.
• HBR: What People Get Wrong About Psychological Safety

Conclusion

Psychological safety is not a “niceness culture” or a buzzword. It is a fundamental prerequisite for performance, innovation, and learning. It requires courage, clear leadership, and daily work in every team. Start small: with an open question, a thank you for someone daring to speak up, and a culture where mistakes are something you learn from. With the right processes, support from tools like AmpliFlow, and everyday leadership, you can build the safety needed to take the next step.

References