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Practical Steps to Building Psychological Safety in the Workplace

Updated: Dec 20, 2022

Psychological safety has become a growing buzzword in organizational development, thanks in large part to the critical work of Amy Edmondson, who defined the term as a “shared belief that a space is safe for interpersonal risk-taking.”

What does this mean when we look at our workplace culture? What exactly is interpersonal risk-taking? In our firm, we talk about psychological safety in terms of creating cultures of opportunity and growth. It’s not comfortable, and it’s not about being nice. Far from the culture of toxic positivity pressure to silence concerns, true psychological safety is actually transformative; when it occurs across a team, everyone feels able to learn and grow themselves, and expect that from others. It allows for us to call one another “in,” name concerns, and navigate conflict in transparent, impactful ways.

The Components of Psychological Safety

Based on the work of Timothy Clark, I have defined five aspects of culture that combine to create psychologically safer spaces. Each aspect is not enough on its own; by themselves, these can actually exacerbate power dynamics and reinforce inequity. Though some scholars argue that these occur in stages, I would posit that some organizational cultures may have more of one type of safety than another and that they may not occur in a linear fashion. So what are these components?

Inclusion Safety | This is about recognizing and valuing the wellbeing of individuals in the group. When you feel this type of safety, you know that others in the group care about your happiness, engagement, and wellbeing. You are a valued member of the team.

Learner Safety | This is about feeling able to ask questions, admit mistakes, and express vulnerability. When you feel this type of safety, you can acknowledge and learn from others without feeling personally attacked or worrying about negative repercussions for doing so.

Contributor Safety | This is about feeling like you are able to share your own thoughts, perspectives, and ideas in team discussions. When you feel this type of safety, you believe that your work has meaning and you have a role to play in decision making. You feel heard, valued, and appreciated for your contributions.

Challenger Safety | This is about being able to name problems, raise concerns, and speak up against the current system without fear of negative repercussions or social ostracization. When you feel this type of safety, you feel confident that you can raise difficult issues with others, particularly those in positions of power over you.

Transparency Safety | This is about feeling like you can state observations and ideas candidly and expect to receive the same from others. When you feel this type of safety, you trust that others on your team will share feedback and thoughts with you as well as seek out feedback for themselves. There is an open line of communication across all levels of the group or organization.

You can see how these components need each other. In environments where everyone feels like they can call out each other’s mistakes and problems, but no one feels able to learn from their own errors or admit ignorance, you can fall into a polarizing and threatening culture. Yet inversely, if you only focus on learning and don’t have a culture of transparency or challenger safety, then you will find yourself in an organization continually asking for feedback and somehow mysteriously failing to receive any. In these scenarios, change stagnates, and these cultures struggle to innovate, problem-solve, and adapt.


Assessing Psychological Safety

One of the biggest fallacies managers can fall into is the idea that if they feel safe, others on their team also feel safe. It is important to take some time and care in determining just how psychologically safe others feel in your organization or team. Whether you do this through surveys, assessment tools, or outside consultants, you need to be asking in a way that provides confidentiality. What types of safety are they experiencing? Are there particular departments or positions that report less safety in your organization?

Once you understand the type of safety that is lacking, you can strategically intervene to try to improve these areas. Interventions can include manager training (or replacement if needed), new policies and procedures, or company-wide forums and events.

Some questions to consider once you identify areas of opportunity:

Low inclusion safety: Do you actively listen to the needs of your team members? Are there practices in place for different cultural practices, gender needs? Is the language your company uses inclusive (pronouns, spouse terms, calendars with