The notion of psychological safety is an idea first developed in the 1950s that has been extended in important and careful ways in recent years, especially by Amy Edmondson of Harvard Business School. The core of the idea is that a context that is psychologically safe is one where people feel they won’t experience interpersonal harm — being ridiculed or otherwise personally attacked — if they try to speak up, make mistakes, take risks, or ask for help. There is a lot of very strong evidence that creativity, learning, and exploration are better where psychological safety is higher.
Can Workplaces Have Too Much Psychological Safety?
Researchers found that in some situations, increased levels of psychological safety can undermine accountability — and ultimately performance.
January 03, 2024
Summary.
It is certainly important for people in some jobs to feel safe to speak up, make mistakes, take risks, or ask for help. They include jobs that involve creativity, learning, and exploration. But five studies of workers in a variety of frontline jobs found that more is not always more when it comes to psychological safety. Previous research had focused only on the average effects, which, of course, are made up of high scores and low scores. But psychological safety is not an “either/or” outcome; it is a question of degree. The authors found that when you move from average to high levels of psychological safety, performance in routine jobs actually declined.
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Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.