Psychological safety within the team

Apr 4
6 min read

What psychological safety is and why it begins with leadership

Meetings without dissent. Questions that go unanswered. Ideas that remain unspoken. What sounds like superficial harmony is often a sign of insecurity. Because where psychological safety is lacking, people don't speak – out of fear. And this is precisely where the responsibility of leadership begins: creating spaces where silence transforms back into dialogue.

Never heard of the term "psychological safety"? Great. Then the following blog post will certainly be helpful. Here you will learn:

What is psychological safety?
What the research says
A concrete practical example
Psychological safety is a leadership responsibility.
Conclusion

What is psychological safety?

Silent meetings, a lack of questions, hardly any dissent – these are all early warning signs. Ignoring them risks more than just a stalled project flow: innovation dries up, learning opportunities go unused, and risks remain hidden. Silence isn't golden, it's costly. And often it's not laziness or indifference, but fear: fear of rejection, exposure, or sanctions.

Harvard researcher Amy C. Edmondson, who coined the term "psychological safety", describes it as "a shared belief that the team is a safe place for interpersonal risks – without fear of embarrassment or punishment" (Edmondson, 1999).

Psychological safety doesn't mean everyone always feels comfortable or that conflicts disappear – on the contrary: it creates the very foundation for potentially tense yet productive conversations. Trust is often personal – "I trust you." Psychological safety, on the other hand, is a collective climate: "I feel safe here to be myself."

This distinction is crucial. Even in teams with good chemistry, a weak power dynamic, an unclear decision, or a disparaging comment can be enough to undermine security—often without anyone immediately noticing. A closer look reveals that silence takes many forms, but none of them are healthy.

What the research says

Psychological safety is measurable – and effective. In Edmondson's original study, the highest-performing nursing teams reported the most errors – not because they made more mistakes, but because they were more open about them (Edmondson, 2004). Here, a culture of learning from mistakes is not just a buzzword, but a strategic advantage.

Google's research project Project Aristotle also demonstrates that psychological safety was by far the strongest predictor of team performance – even ahead of factors such as clear goals, role distribution, or professional excellence (Rozovsky, 2015).

In a 2023 APA study, 96% of employees in safe teams reported that their managers were considerate of their mental health – compared to only 71% in unsafe teams. The data is therefore clear. These figures are not correlations. They are calls to action.

A concrete practical example

To illustrate what we're talking about, I'd like to present a concrete, somewhat drastic example. The Boeing 737 MAX disasters are emblematic of the cost of silence. Between 2018 and 2019, two aircraft of this type crashed – resulting in a total of 346 fatalities. The subsequent investigations revealed that technicians and engineers had internally pointed out serious problems with the new MCAS automatic flight control system. However, they only voiced their concerns within a small circle – not to superiors or management. The reason: fear of negative consequences, of being blamed, or of losing their careers.

A safe space for open feedback – early and without fear – could potentially have prevented billions in losses, reputational damage, and human lives.

The US House of Representatives reached a clear verdict in its investigative report: "The Max disasters were the horrific result of flawed technical design, a lack of transparency, and a corporate culture that offered no psychological safety."

Source: US House Committee on Transportation and Infrastructure (2020), Final Committee Report on the Design, Development & Certification of the Boeing 737 MAX https://transportation.house.gov

Are you already familiar with my workbook "Fundamentals of Leadership"?

The workbook "Fundamentals of Leadership" (Free Version) covers fundamental leadership topics in a mix of theory and practice: for example, what exactly is leadership? Which competencies are important, or the range of leadership styles.

An ideal starting point for your own guided tour!

Download the "Fundamentals of Leadership" workbook for free now!

Psychological safety is a leadership responsibility.

Even on a smaller scale, psychological safety is not just a feel-good issue. It is the key lever for performance, learning, and long-term retention – especially in times of uncertainty, skills shortages, and hybrid work models. It begins with leadership. With attitude. With habits. And sometimes with the decision to say something difficult – even if it's uncomfortable.

Many organizations face a paradoxical situation: On the one hand, change demands courage, transparency, and proactive thinking. On the other hand, many employees feel overwhelmed, insecure, and under scrutiny. Faced with reorganizations, cultural shifts, or remote work structures, psychological pressure increases – but the spaces for honest discussion shrink.

Leadership plays a key role here. Psychological safety isn't created through training alone. It arises from the behavior of leaders – in the small, everyday, and repetitive actions. A team's culture is reflected in what can and cannot be said. How do I react when someone asks an uncomfortable question? Is criticism perceived as an attack or as a contribution? Does everyone have an equal chance of being heard – or only the loudest?

Leadership is not just about "holding the space." It's about actively shaping that space so that others can reveal themselves—even with uncertainties, doubts, or counterarguments. As Edmondson writes, "Leadership is not the place for perfection—it's for psychological courage."

Specific habits for psychological safety

NeuroLeadership research (Rock, 2008) suggests three practical habits that leaders can use to establish psychological safety in their daily lives:

Setting the stage – normalizing uncertainty: “I don’t know everything – what might we be missing right now?” This dissolves the illusion of omniscience and activates collective thinking.
Invite participation – specifically include quieter voices: Instead of “Does anyone have an idea?”, try: “What do you think, Alex?” or: “If you had any objections – what would they sound like?”
Respond thoughtfully – say thank you when someone disagrees or admits a mistake. Don't downplay it. Don't rationalize it. Don't punish it. Instead, protect it.

These behavioral anchors sound simple – but are often unfamiliar in practice. And that's precisely why they are so effective.

A common misconception is that psychological safety means there are no conflicts. The opposite is true. Safety is a prerequisite for conflicts to become visible and manageable in the first place. Professional mediation can complement this – not only when things escalate, but preventively: as a key aspect of leadership's ability to engage in dialogue.

Conclusion

Security begins with attitude – and the willingness to take responsibility.

Psychological safety is not optional, but rather the foundation for high-performing, learning, and resilient teams. It doesn't arise by chance – but through conscious leadership behavior. Where leaders are open to criticism, don't punish mistakes, and actively encourage diverse perspectives, space is created for courage, creativity, and effectiveness.

In an era where change has become constant, psychological safety is not a "nice-to-have." It is a survival condition for organizations that want to be successful in the long term.

My appeal to leaders: Don't just observe the loud ones – pay attention to the silent ones. And create spaces where people don't have to conform to survive, but are allowed to express themselves in order to grow together.

👉 Do you want to specifically strengthen psychological safety in your organization – through leadership training, dialogue formats or process support?

Then get in touch with me. I'd be happy to support you in opening up the space – before silence becomes the norm.

I offer:

Individual coaching for executives,
practical leadership training,
holistic programs for developing leadership culture.