Over the past few years, psychological safety — the belief that employees can voice ideas, questions, or concerns without fear of punishment — has evolved from a little-known academic concept to a top priority for many organizations. “However, as the popularity of psychological safety has grown, so too have misconceptions about it,” wrote Amy Edmondson and Michaela Kerrissey in a recent issue of Harvard Business Review.
Among the misconceptions the authors highlighted:
- Psychological safety means being nice.
- Truth: Psychological safety isn’t about avoiding conflict. Teams with true psychological safety aren’t afraid to engage in robust, healthy debate when necessary.
- Psychological safety means getting your way.
- Truth: Psychological safety means all voices are heard and considered, though not necessarily agreed with.
- Psychological safety should be prioritized over accountability.
- Truth: Psychological safety and accountability aretwo separate concepts that reinforce each other. Both are essential for high performance.
To learn more about what psych safety is (and isn’t), check out the resources below:
Psychological Safety and Accountability: Three Insights From NLI’s Conversation With Amy Edmondson
Psychological safety and accountability are often thought to be in conflict, but in reality, they’re both essential components of high-performing teams.
Latest From the Lab: Creating Psychological Safety for Improved Performance
Leaders are often unclear about how to create and maintain psychological safety, so NLI identified three neuroscience-based strategies for fostering this type of environment.
Is the “Leadership GPA” the Secret to High Performance?
Growth mindset, psychological safety, and accountability must work together for effective leadership.
