Psychological safety refers to the shared belief system within a team that it is acceptable to take interpersonal risks—such as expressing ideas, asking questions, or admitting mistakes—without fear of negative consequences such as exclusion or punishment. The term was coined in 1999 by Amy Edmondson (HBS).
Practical relevance
When psychological safety is present, team members feel secure in contributing unfinished thoughts, concerns, or criticism – this promotes:
• Innovation and creativity – because ideas can be shared without risk (McKinsey).
• A culture of error – problems are identified early and addressed openly.
• Learning behavior & performance – studies show that psychological safety promotes learning behavior, which in turn increases team performance.
Typical misunderstandings
• "Psychological safety = soft culture" – wrong: it's not about avoiding conflict, but about open, respectful discussion. Criticism is welcome without fear.
• "It comes automatically" – on the contrary: psychological safety must be consciously developed and nurtured through leadership, structure, and culture.
• "It's only for small teams" – No, it is relevant at every level, especially in complex, scaled contexts (e.g., SAFe).
Relevance for organizations
• Improve performance: Teams with high psychological safety are more creative, resilient, and productive – in all industries.
• Employee retention & well-being: Safety reduces stress and supports diversity and inclusion.
• Error culture & safety: In high-risk areas such as healthcare, it can save lives – as mistakes are more likely to be shared.
Real-world example
In a medical team, mistakes were reported openly because no one was afraid of being blamed. This enabled rapid improvements to processes – and led to faster learning and better patient safety.
How good coaches promote psychological safety
• Role modeling & attitude: Managers demonstrate through openness, tolerance of mistakes, and listening that honesty is desirable.
• Meeting design: Create safe spaces for dissonance (e.g., retrospectives) – reward contributions.
• Reflection routines: Regular Hansei or feedback rounds (e.g., Kaizen/Inspect & Adapt), especially after mistakes or critical events.
• Availability & support: Strengthen contextual support, e.g., through coaching, resources, clear goals.
CALADE perspective
CALADE understands psychological safety as the foundation for genuine team performance and innovation. Our coaches are trained in methods that promote vulnerability, open dialogue, and learning loops—whether in Scrum, SAFe, transition design, or flow initiatives. Psychological safety is not a nice-to-have; it is our operational standard. This enables teams to create depth in their exchanges, courage to tell the truth, and sustainable learning—beyond feelings of safety.
Related terms
• Amy Edmondson & The Fearless Organization (book, 2018)
• Team Learning Behavior
• Accountability & Fuzzy Responsibility (Balance with Psychological Safety)
• Inclusive Leadership – Prerequisite for Psychological Safety
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