10 ways to create psychological safety
As I see it, there are two different approaches as to how you can foster psychological safety in teams. One approach is to work with behaviours, especially leadership behaviour, and another approach is to hack the structures around you.
In the following, I will introduce you to five behavioural and five structural ways to create psychological safety in your team.
Behaviours that create psychological safety:
1. Dare to be vulnerable and show fallibility
Show your colleagues that it is OK to make mistakes by demonstrating vulnerability and directness. When you articulate that no one is perfect, you can accelerate a new culture in your team where making mistakes is appreciated and celebrated for the sake of creating more boldness and innovation. Showing fallibility also has a positive effect on interpersonal empathy. According to Edmondson, it can even be effective for leaders to apologise for not facilitating trust and safety in the past.
2. Be curious and humble
Have an open mindset and be curious. The great team consists of team members who are humble in the face of the challenges that lie ahead, and it is curious about what others bring. Situational humility combined with curiosity creates a sense of psychological safety that allows you to take risks with strangers (Edmondson, 2017).
3. Respond productively and forgive mistakes
It is OK to be disappointed as a leader, but the disappointment may never be so dominant that you can’t help your team member to get back on track and to solve the issue at hand. No one likes to screw up, and the last thing we need is a leader telling us that it is bad that we screwed up. We need help figuring out how to get back on track. If someone is screwing up repeatedly, we have an obligation to help solve the issues and challenges (Edmondson & Nickisch, 2019). Furthermore, nothing kills psychological safety quicker than a negative reaction to an error. Instead, focus on the positives: A mistake was caught, it can be fixed, and there’s something to learn from the experience. Above all, a psychologically safe environment protects employees from the fear of being wrong.
4. Ask for and give feedback
Ask for feedback on how you delivered your message. It disarms your opponent, illuminates blind spots in communication and models fallibility, which again increases trust (Delizonna, 2017). Asking for feedback has no hierarchy. If seniors, leaders or experienced colleagues practice willingness to learn and curiosity towards their own appearance, it will have an impact on the organisational culture. Give feedback when you can, and when you do, be specific, constructive and appreciative, but remember: No matter how constructive you believe you are, feedback can trigger defence mechanisms in the recipient, making them less receptive to new ideas. Separate feedback from evaluation where you can, clearly make your feedback focused on development and problem-solving and evaluate on performance separately.
5. Welcome questions, doubts and bad news
Ask for questions and opinions and be proactive in inviting input. When you ask your employees for their opinions in group settings, they will not only feel more involved and accountable but also empowered to innovate (Slack, 2019). Managers should show appreciation when employees speak up about unrealistic timeliness or ask for clarification on a project. Thank them for voicing their concerns, and then help them decide on next steps (Slack, 2019). Finally, leaders must respond to good ideas and bad news alike with appreciation. The practices above help to build and reinforce a culture of psychological safety.
Structures and designs that create psychological safety:
6. Setting the stage
Setting the stage Building a culture of psychological safety, paradoxically, starts with being open and explicit about the many challenges that lie ahead. Amy Edmondson call this “setting the stage”. Setting the stage means getting people on the same page about the nature of the work they are doing (Edmondson & Nickisch, 2019). Most companies today operate in complex and uncertain environments. They face constant risks – risks of obsolescence, of new nimble competitors, of employee burnout and more. It may seem strange to argue that leaders should emphasise such risks but doing so builds psychological safety by clarifying the rationale for speaking up. It helps people understand that their input is critical to the company’s ability to keep learning – as it must to remain viable. Leaders need to make sure people know that they’re operating in complex knowledge-intensive businesses that live and die based on thoughtful input and intelligent risktaking (Edmondson, 2018).
7. Conversational turn-taking
Tom Carmazzi, CEO of manufacturing company Tuthill in the US, uses index cards to create a safe space in his meeting rooms. All meeting participants write down something they want to share on a flashcard. This gives everyone a chance to share their opinions and goals and sets the stage for co-workers to ask clarifying, nonleading questions for more insight (Slack, 2019). By structuring turn-taking this way, you can control that everybody gives their input to any given topic at hand. In Google’s Project Aristotle, they noticed that in the effective teams, members spoke proportionally the same amount of time, a phenomenon that researchers referred to as “equality in distribution of conversational turntaking”. If only one person or a small group speaks all the time, the collective intelligence will decline (Duhigg, 2016).
8. Feedback sessions and giving employees a voice
Set up meetings and sessions that are designed in thoughtful ways to make it easier for the team to give each other candid feedback or to really critique the work at hand (Edmondson & Nickisch, 2019). Create liberal pathways to leadership, provide channels for feedback and encourage conversation. Upward communication can be a vital force in helping contemporary organisations learn and succeed. By speaking up to those who occupy positions to authorise actions, employees can help challenge the status quo, identify problems or opportunities for improvement and offer ideas to improve their organisations’ well-being (Attfield, 2019).
9. Empathy training – storytelling
Create sessions where every member of the team shares a story with team members to raise the level of interpersonal empathy. Storytelling is a good method for that purpose. By sharing personal stories, you support the creation of an environment and culture where employees can bring their full selves to work. No one wants to leave their personality and inner life at home. We want work to be more than just labour. Building bonds is essential and telling and sharing stories with team members can help cultivate the bonds.
10. Prototype, test and evaluate
Create sessions where employees and leaders prototype the behaviours they want themselves and each other to practice. Test it in real life and use different formats to evaluate how it works. Is something hindering our intended behaviours? Can we hack that “something” and more successfully implement the well-intended behaviours and social practices?