Psychological Safety in Change Initiatives

Highly functional and cohesive teams are crucial for economic success in our VUCA world. One of the most important elements in achieving this is psychological safety. This term was introduced by Harvard professor Amy Edmondson in the 1990s. She defined psychological safety as a state in which the work environment is safe from interpersonal risks. The aim is to create an organisation free of fear. An organisation in which people dare to speak their minds, admit mistakes, show vulnerability – simply be human. So: What can leaders do to foster it in their organisations?

How leaders can foster psychological safety

1. Model vulnerability: Leaders set the tone for the team. By admitting their own mistakes and showing that they are open to new ideas, leaders demonstrate that vulnerability is not a weakness but a path to growth. When team members see that their leaders are honest and accountable, they are more likely to follow suit.
2. Encourage open communication: One of the most effective ways to create psychological safety is to establish channels for open and honest communication. Leaders should actively ask for input, ask questions, and truly listen to team members. It’s important to make sure that every voice is heard, not just those who speak up the loudest.
3. Positively respond to failure: The way leaders respond to failure plays a significant role in shaping team culture. When mistakes are met with harsh criticism, people will be afraid to take risks. Instead, leaders should view failures as learning opportunities and encourage the team to analyse what went wrong and how they can improve in the future.
4. Acknowledge contributions and reward: Appreciating team members for their contributions – even if the outcome wasn’t perfect – helps build trust and fosters a culture of experimentation. Celebrating successes and failures alike sends the message that growth comes from trying, regardless of the outcome.
5. Set clear norms and expectations: Clear team norms help create boundaries that allow freedom within the structure. When people understand what is expected of them and have defined roles, they feel more confident sharing their thoughts. Leaders can help the team establish these norms through open discussion and agreements.

viadoo podcast episode on psychological safety

Showing vulnerability in the office? Many of us hardly dare to speak our mind in front of others at work, to admit mistakes, to show vulnerability, to simply be human. Why? We lack the psychological security that our vulnerability will not be exploited.

In below edition of our ChangeTALK live, viadoo psychologist Verena Schinerl gives five tips (in German) on how managers can create this psychological security in their teams. Because only then can we solve problems sustainably, develop creative ideas, increase our performance – in other words, work together effectively. All of these are also prerequisites for successfully mastering change processes.

Adapting to change with a positive attitude

Teams that are psychologically safe are not only more innovative, but also more resilient. They can deal with setbacks effectively, pivot when needed, and adapt to change with a positive attitude. This adaptability is crucial in today’s business world, where change is the order of the day and challenges are unpredictable.

Google’s ‘Aristotle’ project has famously identified psychological safety as the most important factor in a high-performing team. At Google, the successful teams were not those made up of the brightest minds, but rather those in which the members felt comfortable enough to be vulnerable, take risks and communicate openly. The lesson for leaders here is that creating a space where people can be themselves can be far more productive than any technical or tactical measure.

Necessary to achieve functional excellence

Psychological safety is not a luxury, but a necessity for any team seeking to achieve functional excellence. By fostering a culture in which individuals feel respected, heard, and encouraged to contribute, leaders can unlock their teams’ full potential. It starts with leaders setting the example, encouraging open communication, accepting mistakes, and recognising both progress and effort. When people feel safe, they are ultimately more engaged, innovative, and committed to the team’s collective success.