Psychological safety is essential for learning, innovation, and performance—but it’s often misunderstood. Here are the common misconceptions that can stall progress and erode trust—and what to focus on instead.

It means being nice. Politeness shouldn’t come at the cost of honesty. When teams avoid hard truths to stay comfortable, they miss opportunities to learn and improve. Psychological safety is about permission for candor—not the absence of tension.

It means getting your way. Being heard doesn’t mean being agreed with. Psychological safety ensures everyone’s ideas are welcome—not automatically accepted. The goal is better collective outcomes, not individual wins.

It guarantees job security. Being able to speak up freely is a sign that psychological safety exists—but it doesn’t shield anyone from layoffs or organizational change. It simply means people can raise concerns without fear of retaliation.

It requires a trade-off with performance. You don’t have to choose between excellence and openness; high standards and psychological safety are both essential. Without honest input, teams fall into groupthink and fail to adapt.

It can be mandated only from the top. Policies and leadership alone can’t create psychological safety. It must be built interaction by interaction. Leaders set the tone, but every team member plays a role. Asking questions, showing interest, and responding supportively helps make it a reality.

 

Want to know how to create psychological safety in your workplace?  Contact us to find out more: info@dsaexecutive.com

or call 01675 464060 today

 

Amy C. Edmondson and Michaela J. Kerrissey HBR April 2025