Psychological Safety in the Workplace: Choosing to Speak Up Instead of Staying Silent

Psychological safety describes a workplace culture where employees can express their ideas, ask questions, and make mistakes without fear of punishment. It not only creates an environment that makes people feel “good”; it is also a strategic element that directly affects productivity, creativity, and employee engagement.

What is Psychological Safety?

Prof. Dr. Amy C. Edmondson from Harvard Business School defines psychological safety as:

“The shared belief that it is safe to take risks within a team.”

This definition provides a foundation that enhances the quality of interactions within the team, enabling learning and development. In psychologically safe environments, employees can freely share their ideas, give and receive feedback, and become more open to development.

What Do the Data Say?

Research conducted in recent years shows that psychological safety is not only an emotional concept but also a concept that creates measurable business outcomes:

• According to Google's Project Aristotle research, the most significant characteristic of high-performing teams is psychological safety.

• According to Gallup’s “State of the Global Workplace 2023” report, employee engagement is 76% higher in workplaces with high psychological safety.

• According to Deloitte’s 2021 research , when employees feel psychologically safe, the rate of generating innovative ideas increases by 83%.

Why Is It So Important?

When employees think, “What if I am misunderstood?” or “What if they judge me?” before sharing an idea:

• They prefer to remain silent,

• Their participation decreases,

• Team creativity and productivity decline.

In contrast, in a psychologically safe work environment:

• Employees are not afraid to ask questions,

• They are more open to taking risks,

• A culture of continuous learning and development is supported.

How to Build Psychological Safety?

Psychological safety is not created by chance; it is built through conscious leadership and an inclusive culture:

1. Encourage Open Communication
   Hold meetings where everyone can express their opinion, and active listening is fundamental.

2. Transform Mistakes Into Learning Opportunities
   Mistakes should be seen as a chance to learn together instead of being punished.

3. Leaders Should Be Role Models
   When managers can show vulnerability with statements like “I don’t know” or “I would like to hear your opinion”, it builds trust.

4. Embrace Diversity
   Different perspectives enrich teams. Age, gender, or experience differences should not overshadow contribution-focusedness.

Conclusion: Where There Is Trust, There Is Growth

Psychological safety is essential for sustainable success, innovation, and commitment. In a culture where ideas are shared freely, and people are not afraid to express themselves, individuals grow, teams strengthen, and companies thrive.

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References

1. Edmondson, A. C. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383.
   https://doi.org/10.2307/2666999

2. Google. (2015). Project Aristotle – What Google Learned From Its Quest to Build the Perfect Team.
   https://rework.withgoogle.com/print/guides/5721312655835136/

3. Gallup. (2023). State of the Global Workplace: 2023 Report.
   https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx

4. Deloitte. (2021). The importance of psychological safety in the workplace. Deloitte Insights.
   https://www2.deloitte.com/insights/us/en.html