Psychological Safety at Work: What it is and Why it Matters

In every organization, success depends on people. They drive technology, strategy, and innovation. They design products, serve customers, solve problems, and shape your future. When people feel valued, heard, and supported, they are more likely to share ideas, take initiative, and collaborate toward shared goals. 

One of the most effective ways to unlock your people's potential is through Psychological Safety.

What is Psychological Safety

Defined by Harvard Business School Professor Amy Edmondson, Psychological Safety is “a shared belief held by members of a team that the team is safe for interpersonal risk-taking”. Her research shows that Psychologically Safe teams learn faster, innovate more, and improve continuously. 

What The Data Experts Say About It

Over a decade after its original definition, McKinsey & Company’s Global Survey found Psychological Safety to be the top factor in team effectiveness across industries. They found that high-safety teams consistently meet goals, adapt to change, and stay engaged. Low-safety teams face communication breakdowns, higher turnover, and slower decision-making. 

Boston Consulting Group study of 28,000 employees in 16 countries found that psychological safety significantly reduces attrition, especially among women, people of color, LGBTQ+ employees, and those with disabilities. In workplaces with high Psychological Safety, employees from underrepresented groups were six times less likely to consider leaving, linking safety directly to inclusion and retention. Gallup’s 2022 State of the Global Workplace report adds that teams with high psychological safety experience 50% less burnout and are 27% more productive, underscoring the link between safety, well-being, and performance. 

Edmondson’s work is further supported by the American Psychological Association, which notes that workplaces with high trust and openness see greater collaboration, more effective decision-making, and higher resilience during periods of change. Teams that are psychologically safe address problems faster, are more willing to experiment, share unconventional ideas, and learn from setbacks.  

What This Means for You

Creating a Psychologically Safe workplace is not about removing accountability or avoiding difficult conversations. As Edmondson explains in her 2018 book The Fearless Organization, it is about aligning high standards with high support. If you want to be ambitious, you have to create an environment where ambition can thrive. This requires consistent actions from leadership, and here’s where you start:  

1. Lead by example: Admit mistakes openly and invite feedback to create trust. Transparency from leaders signals that it’s safe to take interpersonal risks. 

2. Encourage curiosity: Ask questions and value diverse opinions without judgment. Inclusive dialogue sparks innovation and adaptability. 

3. Normalize vulnerability: Respectfully share challenges and uncertainties to show it’s safe to do so. Vulnerability fosters authenticity and stronger team bonds. 

4. Respond constructively: When concerns or ideas arise, listen carefully and take action. Constructive responses reinforce that speaking up is valued. 

5. Recognize contributions: Celebrate efforts, even when outcomes aren’t perfect, to encourage ongoing participation. Positive reinforcement motivates continuous learning. 

6. Train and coach: Equip managers and teams with communication skills that promote openness and respect. Skill-building helps make psychological safety part of everyday culture. 

When organizations invest in this kind of culture, they are not only safeguarding employee well-being, they unlock a powerful driver of innovation, quality, and performance. Psychological Safety is not a “soft” initiative - it is a strategic necessity that enables both people and business to thrive. 

We Can Help

When your people thrive, your business thrives. 

Move HR supports leaders and teams, giving you the tools and resources you need to promote Psychological Safety – and meaningful, ongoing success.  Contact us for further details on how we can help you create psychological safety at your workplace.

References 

• Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly. 

• Edmondson, A. (2018). The Fearless Organization. Wiley. 

• McKinsey & Company. (2021). The Four Building Blocks of Psychological Safety. 

• Boston Consulting Group (BCG). (2022). The Diversity Dividend: How Psychological Safety Drives Retention. 

• Gallup. (2022). The State of the Global Workplace. 

• American Psychological Association (APA). (2023). Workplace Trust and Openness Survey.