How a psychologically safe environment can facilitate change

It's quite the catch phrase and now more than ever talked about - psychological safety. But what is psychological safety all about and why is it needed to be able to facilitate change? Psychological safety, as defined by Harvard Business School professor Amy Edmondson, refers to "a shared belief held by members of a team that the team is safe for interpersonal risk-taking." Let's explore it further and the link between psychological safety and the ability to embrace change in an organisation, drawing insights from Amy Edmondson and other experts in the field.

Understanding Psychological Safety

Psychological safety forms the foundation for effective teamwork, collaboration, and innovation. It creates an environment where individuals feel comfortable taking risks, sharing ideas, and expressing their concerns without fear of negative consequences. Amy Edmondson's extensive research has highlighted the importance of psychological safety in fostering a culture of learning and improvement. In her book, "The Fearless Organization," she emphasises that psychological safety is crucial for navigating change successfully.

Amy Edmondson on Psychological Safety and Change

Amy Edmondson emphasises that psychological safety is not about eliminating all risks or creating a permissive environment. Rather, it is about creating an atmosphere where individuals feel safe to express their thoughts, ask questions, and admit mistakes. In an organisation with high psychological safety, employees are more likely to embrace change as they perceive it as an opportunity for growth and development rather than a threat. Do you a remember being part of a team where this was present? How did it make you feel? What were the actions that a leader took to make everyone have that sense of safety to take risks? In Next Level Change success I talked about my own experience, where I role modelled risk taking to give the team permission to do the same.

According to Edmondson, "Psychological safety is not just about the absence of fear; it is about promoting a culture where individuals feel valued and respected for their contributions, regardless of the outcome." When employees feel psychologically safe, they are more willing to take ownership of the change process and contribute their unique perspectives and insights. This active participation leads to better problem-solving, increased innovation, and higher adaptability to change.

Other Experts on Psychological Safety and Change

Amy Edmondson is not the only expert who recognises the link between psychological safety and change readiness. Other researchers and practitioners have also highlighted the significance of this connection.

1. Timothy R. Clark, author of "The 4 Stages of Psychological Safety," emphasises that psychological safety is a prerequisite for building resilient organisations. He argues that in a psychologically safe environment, individuals are more open to new ideas and willing to challenge the status quo. This openness allows organisations to adapt more effectively to change.

2. David Rock, co-founder of the NeuroLeadership Institute, highlights the impact of psychological safety on employee engagement and performance. In his article, "Managing with the Brain in Mind," Rock explains that when employees feel safe, their cognitive resources are freed up, allowing them to focus on embracing change rather than self-protection. This heightened engagement leads to greater agility and adaptability in the face of change.

3. Charles Duhigg, author of "The Power of Habit," underscores the role of psychological safety in fostering a growth mindset. In a psychologically safe environment, employees are encouraged to experiment, learn from failures, and continually improve. This growth mindset helps organisations to embrace change as a learning opportunity rather than a disruption.

Creating Psychological Safety for Change

Building psychological safety within an organisation requires intentional effort from leaders and team members. Here are some strategies to foster psychological safety and enable effective change adoption:

1. Role modelling: Leaders should model vulnerability, openness to feedback, and a willingness to admit mistakes. By showing that it is safe to take risks and learn from failures, leaders create an environment where employees feel comfortable doing the same.

2. Encourage open communication: Foster a culture where individuals feel free to share their thoughts, ideas, and concerns. Actively listen to diverse perspectives and create channels for open dialogue. This inclusive approach ensures that everyone's voice is heard and valued.

3. Reward risk-taking and learning: Recognise and appreciate employees who take calculated risks and learn from their experiences. Celebrate both successes and failures as opportunities for growth and improvement.

4. Provide resources and support: Ensure that employees have the necessary tools, training, and support to navigate change effectively. By offering resources and removing barriers, organisations demonstrate their commitment to employee success during times of change.

It's a cultural choice

Organisations who are seeking agility must consider how psychological safety can be a focus and conscious cultural element. Many leaders will struggle with the level and depth of conversation which needs to take place to create such an environment. At a team level it is definitely possible, and bringing together leaders who are similar in their leadership styles will be able to achieve great things across teams.  By prioritizing psychological safety, organisations can create a resilient and adaptable workforce that thrives in the face of change.