Psychological safety, a concept introduced by Harvard Business School professor Amy Edmondson, refers to an individual’s perception of the consequences of taking an interpersonal risk. In a psychologically safe environment, employees feel secure enough to share ideas, express concerns, and take calculated risks without fear of retribution or humiliation. When I am discussing creating this type of environment in a company, sometimes leaders suspect that it will lead to people slacking at work and not bringing in the results. Why is that?
Most likely this is because of what we have accustomed ourselves in thinking of how high performance is achieved. When prioritizing results, competition, and efficiency to drive productivity, we might inadvertently create an atmosphere where employees feel pressured to conform, suppress dissent, or avoid admitting mistakes due to fear of repercussions. Over time, this can stifle innovation, hinder collaboration, and lead to burnout. We don’t have to look far to find a company where people are leaving as there is only so much one can tolerate.
Research suggests a delicate interplay between psychological safety and high performance. While psychological safety might initially appear counterintuitive to high performance, numerous studies have highlighted their complementary nature. For instance, Google’s Project Aristotle found that the most successful teams were those where members felt safe to voice their opinions and make mistakes without judgment.
Furthermore, studies by organizations such as Gallup have consistently shown that psychologically safe workplaces correlate with higher levels of employee engagement, satisfaction, and retention. When employees feel safe, they are more likely to collaborate, innovate, and take calculated risks, all of which contribute to organizational success.
How can we achieve a balance between psychological safety and high performance? As usual we look to leaders as they can foster environments where employees feel both supported and challenged. Some of the strategies such as active listening, transparent communication, and recognizing effort, rather than just outcomes, can promote psychological safety while maintaining performance standards.
In conclusion, psychological safety and high performance are not mutually exclusive but intertwined elements of a thriving organizational culture. By understanding and prioritizing both, organizations can create environments where employees feel valued, motivated, and empowered to achieve excellence.
If you are wondering how to make it happen, then I recommend speaking to an organisational culture coach who has taken a few companies on the journey of long-term high-performance culture and has the necessary know how to get you started.
Learn more by getting in touch and getting a free consultation.
