Creating great workplace culture

Why is psychological safety so important in the workplace? Building a team culture where there is a shared belief that it is OK to take risks, and that you won’t be punished for making mistakes, or speaking up with new ideas or questions, is actually the key to a successful team. It is also critical for building and supporting wellbeing in the workplace. 

The concept of psychological safety has been around for a long time – 100 years before Maslow identified ‘belonginess needs’, Soren Kierkegaard identified creativity as both a generative and destructive force that could lead to anxiety. It wasn’t until 1965 that Schein and Bennis defined psychological safety as a climate ‘which encourages provisional tries and which tolerates failure without retaliation, renunciation, or guilt.’

Amy Edmondson from the Harvard Business School expanded on this understanding when she was studying the relationship between teamwork and error in hospitals. She expected to find that more effective teams would make fewer mistakes, but instead found that the teams who reported better teamwork also seemed to experience more errors. It seemed counterintuitive, but Edmondson discovered that teams who worked well together – who trusted each other – were more willing to report their mistakes, because the felt safe to do so. This added a critical understanding to the concept of psychological safety, namely that it is a shared experience. Which also means that it is a shared responsibility. It is not just up to leaders to create a psychologically safe workplace. It is incumbent on the whole team to create that culture.

Psychological safety doesn’t mean that everyone has to be nice and kind to each other all the time. What is does mean that is all members of the team feel safe to speak up, brainstorm new ideas, challenge the status quo or provide feedback – whether it is to the boss or another member of staff. Because anyone is capable of spotting a mistake or finding a new and better way of doing things.

There is good evidence that workplaces with a culture of psychological safety are more productive and profitable, have greater innovation, improved staff relationships and crucially, better staff wellbeing and retention. What workplace wouldn’t want that?

What can you do?

If you are a leader, then it is important to encourage people to speak up. Thank them for sharing their thoughts, and don’t shut people down. Staff also need to see that their feedback leads to action, otherwise they will become discouraged. Importantly, leaders must be open to feedback. They need to be able to admit when they make mistakes, and to apologise when it is warranted.

If you aren’t the leader, you still have an important role – to be courageous and speak up when you have a good idea, or you see something wrong. Ask questions and listen closely. Ensure that you help others to speak up and be heard too.

When you create a good workplace culture, everyone benefits.