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Use when building or assessing psychological safety on teams — covers Edmondson's research, leader behaviors, and diagnostic signals.
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| name | psychological-safety |
| description | Use when building or assessing psychological safety on teams — covers Edmondson's research, leader behaviors, and diagnostic signals. |
Amy Edmondson's foundational research (1999, 2003, 2018): psychological safety is the shared belief that the team is safe for interpersonal risk-taking — admitting mistakes, asking questions, raising concerns, suggesting half-formed ideas.
It is not:
The research is unambiguous: high-safety teams disagree more, surface problems faster, learn faster, and make fewer fatal errors. Low-safety teams maintain pleasant surfaces while problems metastasize.
| Low Standards | High Standards | |
|---|---|---|
| Low Safety | Apathy zone | Anxiety zone (burnout, hidden mistakes) |
| High Safety | Comfort zone (atrophy) | Learning zone |
Psychological safety + high standards = the learning zone. Either alone is insufficient.
(Paraphrased; useful in surveys)
Per Edmondson and subsequent practitioner work:
Quick reads on team safety:
A widening gap between private and public discourse is the leading indicator of low-safety culture.
Psychological safety is not:
The research is precise: it's about interpersonal risk-taking. Performance and accountability standards stay high.
psychological-safety rulefeedback-frameworks skillculture-architect agentengagement-survey-design skill