Psychological Safety
An organizational behavior concept referring to a shared belief among team members that expressing ideas, admitting mistakes, or raising questions will not invite punishment or humiliation. It is an important foundation for effective team collaboration.
Timeline (last 90 days)
Research in organizational behavior shows that destructive leadership behaviors such as yelling and screaming may increase compliance in the short term but significantly weaken a team's psychological safety.
The original article emphasizes that psychological safety is the organizational condition for red team exercises to be effective: if exposing problems is punished, red team exercises become theater; it suggests rewarding discovery and not punishing breaking things in pre-release environments.
Leading indicators of organizational safety culture fractures include declining psychological safety, shrinking channels for dissent, and decoupling of performance evaluations from safety contributions
Psychological safety is the cornerstone of high-performing teams.
Key actions for breaking the cycle of fear include transparent communication from leadership, rebuilding psychological safety, protecting those who deliver bad news, and providing certainty amid uncertainty.
The concept of psychological safety was systematically proposed by Harvard Business School professor Amy Edmondson in 1999, defined as a shared belief held by members of a team that the team is safe for interpersonal risk-taking.
The concept of psychological safety was first systematically proposed by Harvard Business School professor Amy Edmondson in 1999, defined as a shared belief held by team members that it is safe to take interpersonal risks within the team.
Psychological safety refers to team members feeling free to express ideas, admit mistakes, and raise objections without fear of punishment.
Google's Project Aristotle research found that the most successful teams are not composed of the smartest individuals, but rather teams that possess psychological safety.
All Facts (9)
Google's Project Aristotle research found that the most successful teams are not composed of the smartest individuals, but rather teams that possess psychological safety.
60%UnverifiedResearch in organizational behavior shows that destructive leadership behaviors such as yelling and screaming may increase compliance in the short term but significantly weaken a team's psychological safety.
50%UnverifiedThe original article emphasizes that psychological safety is the organizational condition for red team exercises to be effective: if exposing problems is punished, red team exercises become theater; it suggests rewarding discovery and not punishing breaking things in pre-release environments.
50%UnverifiedLeading indicators of organizational safety culture fractures include declining psychological safety, shrinking channels for dissent, and decoupling of performance evaluations from safety contributions
50%UnverifiedKey actions for breaking the cycle of fear include transparent communication from leadership, rebuilding psychological safety, protecting those who deliver bad news, and providing certainty amid uncertainty.
50%UnverifiedPsychological safety is the cornerstone of high-performing teams.
50%UnverifiedThe concept of psychological safety was systematically proposed by Harvard Business School professor Amy Edmondson in 1999, defined as a shared belief held by members of a team that the team is safe for interpersonal risk-taking.
50%UnverifiedThe concept of psychological safety was first systematically proposed by Harvard Business School professor Amy Edmondson in 1999, defined as a shared belief held by team members that it is safe to take interpersonal risks within the team.
50%UnverifiedPsychological safety refers to team members feeling free to express ideas, admit mistakes, and raise objections without fear of punishment.
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