Lessons in safety - March 2025

IN TODAY’S work environment, psychological safety has become a critical factor for high-performing teams. And within the occupational health and safety space, it is a key component of building a safety culture that empowers everyone in the organisation.

What is psychological safety?

The term was first documented in 1954 by clinical psychologist Carl Rogers. Over the years it has been explored by various researchers, with Dr Amy Edmondson’s definition providing a succinct summary of the concept: “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes and that the team is safe for interpersonal risk-taking.” 

Impact on people 

Looking as far back as the Chernobyl disaster in 1986, the lack of psychological safety was a key contributing factor to physical harm; the culture of the site  did not encourage raising concerns or speaking up about mistakes. A fear of authority and the need to please resulted in a fear-driven culture where workers did not feel safe to raise their concerns and, instead, went through with management orders which resulted in the explosion.

When you look at the bigger picture of emerging and growing global risks – the 2022 World Economic Forum Global Risk Report found 84% of respondents felt worried or concerned about the future of the world – it becomes clear that work, where you spend about a third of your life, can be a key contributor to feelings of worry.  

But what if work can be a positive force? It is possible to create workplaces where people feel psychologically safe, where they can thrive and their wellbeing is supported. This also requires a commitment to equality, diversity, and inclusion; otherwise, you are only psychologically safe to some. 

Leadership, leadership, leadership
It cannot be underestimated how much influence leadership has on psychological safety. Getting leaders on board is another topic in itself, but when psychological safety is prioritised, businesses can thrive and people have the opportunity to be their best. It also contributes to becoming a learning organisation and a resilient organisation, both phrases which will resonate with leaders. 

Creating psychological safety

Multiple factors contribute to psychological safety, requiring the efforts of leadership and individuals over many days, weeks, months, and years. There are many sources out there which provide detailed information on psychological safety – please do your own research – however, we have included a short list of ideas and reading to help you get started: 

• Take time to build trust
• Show appreciation
• Recognise and learn from mistakes
• Follow up
• Promote self-awareness
• Demonstrate concern for team members as people
• Actively solicit questions
• Provide multiple ways for employees to share their thoughts and feedback
• Show value and appreciation for ideas
• Promote positive dialogue and discussion
• Be precise with information, expectations and commitments
• Explain reasons for change

Reading: 

• www.amycedmondson.com
• www.who.int/occupational_health/publications/healthy_workplaces_model.pdf
• www.leaderfactor.com/build-psychological-safety 
• www.iso.org/obp/ui/#iso:std:iso:45003:ed-1:v1:en
• www.behavioral-safety.com/articles/Towards_a_model_of_safety_culture.pdf
• www.jstor.org/stable/256287

Dee Arp is chief operating officer at NEBOSH. For more information, visit www.nebosh.org.uk