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How Psychological Safety Actually Works
Silence is unhealthy. In The Fearless Organization, Amy Edmondson describes how she discovered a correlation between the number of reported errors in hospitals and surveys on hospital team effectiveness. Some teams, she noted, were stronger than others, with higher levels of mutual respect, collaboration, satisfaction, and confidence in their abili
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What made these messages effective was their repetition. Entrenched behaviors don’t change with one impassioned speech. As team members heard these messages over and over again, they felt psychologically safe to speak up—even in an environment as hierarchical as an operating room.
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“psychological safety.”9 Edmondson studies teams and has shown that when a group believes they can speak up, ask for help, admit mistakes, propose ideas, take blame, confess uncertainty, and disclose inability, they learn more and perform better.
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Dr. Diane Vaughan’s concept of “normalization of deviance” similarly highlights the risks of diminishing signals that something is amiss. In her work, it’s not so much someone with more authority deliberately silencing those with less; it’s more people becoming conditioned to accept as normal what once was not. Nevertheless, the effect is the same:
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