This blog features our insights from a recent Avado HR masterclass – a series of webinars that are free for Avado Connect members. This session was expertly hosted by Gary Keogh, a seasoned marketing leader with extensive experience, especially in enhancing psychological safety in the workplace. We were delighted to showcase his expertise in this invaluable discussion. 

What Psychological Safety Is and Is Not

Psychological Safety is a concept that involves creating an environment where team members feel safe to take risks and be vulnerable without fear of negative consequences to their self-image, status, or career. The key concept here is that it is not about making people feel comfortable to the point of complacency but rather about enabling honest and open communication. 

There are a lot of common misconceptions around the topic, such as the belief that people simply need to be brave to speak up. To clarify, true psychological safety eliminates the need for bravery because the environment itself supports open dialogue.  

A Few Key Moments in the History of Psychological Safety

The term “psychological safety” was first introduced by MIT professors Edgar Schein and Warren Bennis in the 1960s. They described it as the ability to take interpersonal risks in a group. This idea was rooted in Carl Rogers’ concept of “unconditional positive regard,” which emerged in the 1950s. 

In the 1990s, William Kahn conducted studies in an architectural firm and a summer camp, reinforcing the idea that psychological safety allow

s individuals to be themselves without fear of negative repercussions. The concept gained further traction with Amy Edmondson’s research in 1999, which found that the best-performing teams were those who could discuss mistakes openly. 

What Creates and What Compromises Psychological Safety 

Creating Psychological Safety: 

Creating and maintaining psychological safety is crucial for fostering an environment where team members feel secure enough to take risks, voice their opinions, and admit mistakes without fear of retribution. This safe environment promotes innovation, collaboration, and overall team performance. Conversely, compromising psychological safety can lead to fear, mistrust, and a lack of engagement among team members. Here are the factors that create and compromise psychological safety: 
 

Inclusive Leadership: Leaders who involve team members in decision-making.

Open Communication: Encouraging honest dialogue without fear of punishment.

Supportive Environment: Ensuring that team members support one another. 

Mutual Respect: Maintaining respect in all interactions. 

Compromising Psychological Safety: 

Undermining Behaviour: Team members who deliberately undermine others. 

Fear of Retribution: Environments where mistakes are held against individuals. 

Lack of Transparency: Ambiguity in roles and expectations. 

False Harmony: Superficial agreement that stifles honest discussion. 

Impact: Creating a Candid, Energising Workplace 

Fostering psychological safety leads to a candid and energising workplace. Teams that feel safe are more likely to innovate, take risks, and engage in constructive conflict, leading to better problem-solving and continuous improvement. This environment boosts overall morale and productivity. 

Growing Interest and Sucess Implementing Psychological Safety Initiatives 

The interest in psychological safety has grown significantly over time, largely due to its proven impact on team performance and innovation. Successful companies actively foster psychological safety where teams feel safe to express ideas and admit mistakes, leading to continuous innovation. Other companies practising psychological safety see higher engagement, better team dynamics, and overall superior performance. For those seeking to deepen their knowledge and practical skills in creating psychologically safe environments, CIPD courses offer valuable training and certification. These courses can provide HR professionals and leaders with the tools and frameworks needed to implement psychological safety effectively. 

Project Aristotle was an initiative by Google aimed at understanding what makes teams effective. After extensive research involving hundreds of teams, Google identified five key dynamics that contribute to team effectiveness, with psychological safety emerging as the most critical factor. The project concluded that teams where members feel safe to take risks and be vulnerable in front of each other perform better. This sense of safety allows team members to share ideas freely, admit mistakes, and bring up tough issues, fostering a culture of continuous improvement and innovation. 

Key findings from Project Aristotle include: 

• Safe to Take Risks: Team members feel comfortable taking risks without fear of punishment or embarrassment. 

• Interpersonal Trust: High levels of trust and mutual respect among team members. 

• Open Communication: Encouraging honest and open dialogue about successes and failures. 

Tim Clark’s Four Stages of Psychological Safety 

Tim Clark’s framework on the four stages of psychological safety provides a detailed roadmap for building a psychologically safe environment. Each stage represents a progression in creating a supportive and inclusive culture: 

Inclusion Safety:

Definition: The first stage where individuals feel included and accepted for who they are. 

Importance: Ensures that everyone feels a sense of belonging and is valued, laying the foundation for deeper levels of safety. 

Learner Safety: 

Definition: The second stage where individuals feel safe to learn, ask questions, and make mistakes. 

Importance: Encourages continuous learning and growth, crucial for personal and team development. 

Contributor Safety: 

Definition: The third stage where individuals feel safe to contribute their ideas and talents. 

Importance: Promotes active participation and leverages diverse skills and perspectives within the team. 

Challenger Safety: 

Definition: The final stage where individuals feel safe to challenge the status quo and voice dissenting opinions. 

Importance: Fosters innovation and critical thinking by allowing team members to question and improve existing processes and ideas. 

These stages highlight the evolving nature of psychological safety and the importance of addressing each level to build a truly inclusive and high-performing team. As interest in psychological safety continues to grow, frameworks like these provide valuable guidance for organisations aiming to enhance their workplace culture. 

Adaptation: No One-Size-Fits-All Approach 

It’s important to note in the webinar, we explored that psychological safety is not a one-size-fits-all approach. It requires adaptation to specific team dynamics and organisational cultures. Leaders must be attuned to the unique needs of their teams and be willing to implement tailored strategies to foster a safe environment. This could also be impacted by other organisational attributes such as industry vertical, company size and other factors.