True psychological safety takes courage
Psychological safety has become a buzzword in workplaces — often shorthand for ‘being nice’ or ‘keeping everyone comfortable’. But that’s not really what it means.
The term was first defined by MIT researchers Edgar Schein and Warren Bennis as “an atmosphere where one can take chances without fear and with sufficient protection”. True psychological safety is an environment where vulnerability is rewarded — a space where people feel safe enough to speak up, make mistakes, ask questions, and challenge ideas without being punished or humiliated.
But here’s what it’s not:
Not a shield from accountability. It’s not an excuse to underperform or avoid feedback. Real safety supports learning and ownership.
Not about constant niceness. Kindness matters, but so does honesty. False harmony keeps problems underground.
Not coddling. Shielding people from discomfort blocks growth.
Not consensus at all costs. Everyone deserves a voice, but not everyone makes the final call. Inclusion doesn’t erase leadership.
Not something you can declare into being. You can’t just say “this is a safe space”. People decide that for themselves, based on what they see leaders do.
So how do you build real psychological safety?
Model openness. Admit your own mistakes and invite others to challenge your thinking.
Balance care with candour. Speak truthfully, but with respect. Feedback lands best when it’s given with good intent.
Reward courage. Notice and thank people for speaking up, even if their ideas aren’t adopted.
Follow through. Listening without action erodes trust faster than silence.
Psychological safety isn’t about comfort — it’s about courage. It’s what allows teams to disagree productively, innovate boldly, and learn and grow together.