Executive Summary This study examined the relationship between job security and psychological safety, challenging the common assertion that “psychological safety is not job security.” While the two concepts are distinct, the findings suggest that perceptions of job insecurity (such as
Executive Summary In this Research Pulse, 121 respondents were asked how familiar people in their workplace are with the concept of psychological safety. The results show a broadly “middle-ground” distribution: most people have heard of it, but few would call
How We Think About Learning at Psych Safety At Psych Safety, we care deeply about how learning happens. Not just what people take away from a session, but how it feels to be there – what kind of space it
Executive Summary This study explored why people foster psychological safety, examining whether motivations are primarily moral, relational, or performance-driven. While psychological safety is often discussed in terms of its organisational benefits: innovation, learning, quality, and performance, this research highlights the
Cultural Diversity and Cockpit Communication Here’s a classic paper from 1999 – Cultural diversity and crew communication, by Fischer and Orasanu. They examined how cultural background, rank and gender influence pilots’ corrective communications in the cockpit. Analysing over 500 pilots
By Jade Garratt Which of these do you think might damage psychological safety in a team? The answer, of course, is that all of them can. Sometimes it’s individual behaviours that cause harm to the psychological safety experienced by members
Why Just Culture Isn’t Sticking by Tom Geraghty What Do We Mean by “Just” Culture? The concept of a “Just Culture” was first developed in James Reason’s 1997 book Managing the Risks of Organisational Accidents. When we say “Just Culture”,
By Jade Garratt Have you ever found yourself reacting to something a colleague said as if you were a child being told off by their parents, even though you’re both adults and peers? Or made a casual, lighthearted remark to
“Sociological” Safety By Tom Geraghty The term psychological safety has been in use since Carl Rogers’ work in the 1950s and was applied to organisational contexts by Schein and Bennis (among others) in the 1960s. Since Amy Edmondson’s influential research
Self-Organised Criticality (SOC) During my ecology degree, whilst studying ecosystem and habitat change, I learned about Self-Organised Criticality (SOC), and I was fascinated by how it explained the precursors to seemingly dramatic changes. We first discussed Self-Organised Criticality in this
We all are. Do only leaders influence psychological safety? Is psychological safety “done to us”? Well, yes and no. Leaders have a significant influence on psychological safety, but they’re not the only contributor, by a very long way. Firstly, psychological
by Jade Garratt At Psych Safety, our focus has always been on psychological safety in the workplace – helping teams and organisations become more inclusive, equitable, and high-performing through psychologically safer, more human ways of working. But what we work
Comfort vs Need by Tom Geraghty What do we do when the things that help some people in the team feel psychologically safer don’t work for everyone? Perhaps one person says they need time away from the main meeting group
The Organisational Fabric of Psychological Safety (AKA psychological safety is more than just a team phenomenon) By Tom Geraghty When we talk about psychological safety, the definition we usually use is something along the lines of “a shared belief that
All Feedback Is Subjective By Jade Garratt … And Why That Matters for Psychological Safety “No person in the world is so privileged as to have access to a ‘ground truth’ against which all other people’s understanding can be proven
Psychological Safety and Micromanagement By Jade Garratt Those who have followed our work at Psych Safety for a while will know that we believe exploring not just what to do – the behaviours and practices that support psychological safety –
Rewetting Organisations by Tom Geraghty Allowing the system to self-organise by improving the substrate: creating the underlying conditions for change. When I was studying ecology at university, one of the activities we undertook in our field trips was helping to
The Spectrum of Participation by Jade Garratt Engagement and participation are terms we often throw around to mean “getting people’s take on issues that affect them.” But not all participation is created equal. Sometimes, “inviting participation” amounts to little more
Psychological Safety in Practice Team Learning in the Field: An Organizing Framework and Avenues for Future Research This excellent paper from Amy Edmondson and Jean-François Harvey affirms that teams learn most effectively when members feel safe to speak up, take interpersonal risks,
Déformation professionnelle By Tom Geraghty “Every specialist, owing to a well-known professional bias, believes that he understands the entire human being, while in reality he only grasps a tiny part of him.” Alexis Carrel, Nobel laureate We all see the
by Navya Adhikarla When we talk about creating inclusive workplaces, we often discuss accessibility and psychological safety as separate initiatives. Accessibility (also abbreviated as a11y) focuses on removing physical and digital barriers, while psychological safety addresses the emotional and social
All Models Are Wrong, and Some Are Useful By Tom Geraghty This is one of my favourite, and most often used, aphorisms. It’s attributed to George Box, a British statistician, from a 1976 paper on Science and Statistics, though the
by Navya Adhikarla I am a neurodivergent engineering manager who loves to innovate and solve problems. But, I am also a neurodivergent person who navigates daily hurdles that stem from processing social cues differently, managing sensory sensitivities, and requiring support
Reducing Power Gradients By Jade Garratt In our experience, the most effective lever for increasing psychological safety within a team is flattening the power gradient – the gap between those with the most power and those with the least. In
An Exploration of Dan Radecki’s S.A.F.E.T.Y.™ Model Psychological safety is a deceptively simple idea: people feel able to speak up with questions, concerns, or mistakes without fear of embarrassment or reprisal. Amy Edmondson’s now-canonical definition captures this precisely, grounding decades
