Misconceptions About Psychological Safety

Google researchers in Project Aristotle found psychological safety is a critical element of higher performance and more engagement in the team, as psychological safety can create productive disagreements.

Safe environments in the workplace are crucial. That’s when psychological safety came in and created a safe workplace. Psychological safety itself is a term from Amy Edmondson, a professor at Harvard Business School, simply means a work environment where the team members and even the manager or leader feel safe around each other, creating a high-performing team. The team members feel comfortable taking risks, expressing their opinions and ideas, admitting mistakes, rewarding achievements, and many more. This also affects team effectiveness and employee well-being.

In a survey conducted by People Plus Science, four out of 10 leaders in a workplace felt psychologically safe the majority of the time. It affects organizational performance as a whole, and only 25% believed that their decision-making was highly effective as a result of the dynamics around the workplace.

However, there are still some misconceptions about psychological safety in modern businesses despite the factors in creating team dynamics and high-performance work teams. Let’s find out in this article!

Misconceptions About Psychological Safety

Here’s what psychological safety are NOT:

It’s Only Relevant for Certain Teams or Industries

Misconception: Some organizations believe that psychological safety is only essential for creative or high-stakes teams.

Reality: Psychological safety is beneficial across all teams and industries. Whether in healthcare, finance, education, or technology, fostering an environment where employees feel safe to express themselves leads to improved collaboration, innovation, employee engagement, and overall performance of the team in the workplace.

A Shield From Accountability

Misconception: Some believe that psychological safety provides employees with a free pass from accountability, allowing them to underperform without consequences. There are elements of workplace culture that have implications for business health, and this might affect a successful workplace.

Reality: Psychological safety does not mean a lack of accountability; rather, it creates an environment where individuals feel safe to acknowledge their mistakes and learn from them. In a psychologically safe workplace, employees are encouraged to take ownership of their actions and seek feedback for improvement. This culture promotes growth and development rather than complacency. Someone with team player skills is also needed in this safe work environment.

It Promotes Coddling

Misconception: Some people think that psychological safety equates to coddling employees or protecting them from harsh realities to create a safe work environment.

Reality: Psychological safety respects individuals’ autonomy while encouraging them to confront challenges head-on. It does not shield employees from difficult conversations or feedback; instead, it empowers them to engage with challenges constructively. This approach helps build resilience and adaptability among team members and creates familiar environments.

It Equals Comfort

Misconception: Many people equate psychological safety with a comfortable work environment where everyone feels at ease and agrees with one another, creating an inclusive workplace and safe work environment.

Reality: While comfort can be a byproduct of psychological safety, the core concept revolves around the freedom to take risks and engage in difficult conversations. Psychological safety encourages individuals to voice dissenting opinions, share innovative ideas, and challenge the status quo, even if it leads to discomfort or conflict. It’s about fostering an environment where constructive criticism is welcomed and valued.

It Means Everyone Must Agree

Misconception: There is a belief that psychological safety requires consensus in decision-making, leading to an avoidance of conflict.

Reality: In fact, psychological safety thrives on diverse opinions and constructive disagreements. It allows team members to express differing viewpoints openly, which can lead to more robust discussions and better decision-making. A psychologically safe environment encourages healthy debate, where all voices are heard and considered, ultimately fostering innovation. This produces a productive conflict in the productive work environment and social environments.

Trust Is the Only Component

Misconception: Some people believe that trust alone is sufficient for creating psychological safety.

Reality: Although trust is a foundational element of psychological safety, the concept encompasses broader dynamics such as open communication, mutual respect, and shared goals among team members. Building psychological safety requires intentional efforts to cultivate these elements within the team culture, building it as the component of employee well-being.

Leaders Can Declare It Into Existence

Misconception: There is a belief that simply stating “psychological safety is important” will create such an environment within a team or organization, and will rid the fear of failure, fear of repercussions, fear of embarrassment, and unfamiliar environments.

Reality: Creating psychological safety requires consistent actions and behaviors from leaders over time. Leaders must model vulnerability by admitting their own mistakes, actively seeking input from team members, and encouraging open dialogue. This commitment must be reflected in everyday interactions for psychological safety to take root.