Building Psychological Safety on Teams
- Lisa Carver
- Jun 2
- 3 min read
In our rapidly evolving workplaces, the concept of psychological safety has emerged as a vital foundation for high-performing teams. For leaders and learning professionals, understanding and fostering psychological safety is essential in enabling teams to thrive. Originally introduced by Dr. Amy Edmondson, a professor at Harvard Business School, psychological safety refers to the belief that individuals can express themselves and take risks without fear of retribution or judgment. In this newsletter, we explore the importance of psychological safety and how rewarding vulnerability can help build stronger, more effective teams.
What is Psychological Safety?
Psychological safety, as defined by Amy Edmondson, is the ‘shared belief that the team is safe for interpersonal risk-taking’. In practice, it means team members feel comfortable being their true selves, sharing ideas, admitting mistakes, and challenging the status quo. Research by Edmondson, alongside the influential findings from Google’s Project Aristotle, underscores that psychological safety is not just a benefit; it’s a necessity for fostering trust, creativity, and high performance within teams.
Why is Psychological Safety Essential?
In Patrick Lencioni’s work, 'The Five Dysfunctions of a Team,' he highlights the importance of trust as the first step in building cohesive teams. Trust, however, cannot exist without psychological safety, which acts as the core foundation for trust to grow. Google’s Project Aristotle further validated this, concluding that psychological safety was the most significant predictor of high-performing teams. Teams that feel safe to be vulnerable and open with each other are better positioned to innovate, solve complex problems, and adapt to change.
Building Psychological Safety Through Rewarding Vulnerability
Creating psychological safety begins with leaders who encourage and reward acts of vulnerability. When team members are acknowledged for showing vulnerability—whether by admitting a mistake or sharing a personal story—it sends a clear message that openness is valued. Leaders set the tone, so when they model vulnerability themselves, it becomes more natural for others to follow suit. Teams that prioritise vulnerability foster trust and a culture where feedback, ideas, and questions can flow freely.
Common Acts of Vulnerability
• Being your authentic self
• Interacting with other people
• Expressing your emotions
• Sharing something personal
• Connecting with your team
• Asking for help
• Admitting you don’t know
• Trying something new
• Making a mistake
• Giving an incorrect answer
• Accepting more responsibility
• Receiving feedback
• Contributing to a discussion
• Clarifying expectations
• Asking for more resources
• Raising a concern
• Expressing disagreement
• Challenging the way things are done
• Pointing out a mistake
• Offering a different point of view
Self-Reflection Questions for Team Leaders
To help you assess your impact on team psychological safety, here are some reflective questions. Consider each question thoughtfully as a way to identify areas where you can strengthen your team’s sense of safety and cohesion:
1. How do people react when I walk into a room?
2. What kinds of barriers exist between me and my team members? Why?
3. Do I naturally include, or exclude others?
4. Do people feel safe to be their authentic selves around me?
5. Are there patterns of unsuccessful interactions in my day-to-day life?
6. What’s hard for my team members? Do I contribute to the difficulty?
7. What acts of vulnerability are hardest for me?
8. How can I make that interaction go better next time?
9. Who on my team do I not know very well?
10. Do I model vulnerability as much as I reward it?
Comments