Creating a Culture of Psychological Safety at Work

Back in 1965, six teenage boys from Tonga were shipwrecked on a remote island. No adults. No rescue in sight. Just them — stranded on this desert island for more than a year.

In Rutger Bregman’s book Human Kind, he draws the parallel of how this event reminds us of the story: Lord of the Flies, where survival leads to chaos and cruelty.

But the real story of these boys was different.

Instead of turning on one another, they built a small, working society based on trust, cooperation, and care. They created rules, shared responsibilities, settled conflicts calmly, and looked after each other’s well-being.

It was their ability to listen, to trust, and to support each other that kept them alive.

This story demonstrates a powerful truth:

That thriving, whether on a deserted island, or in a modern workplace, depends not only on individual skills or strength — but on the environment that we create together. And the foundation of that environment is built through psychological safety.

Organisations today don’t thrive solely because of great strategies or technology. It’s the people within them that truly make the difference. But people can’t do their best work if they’re afraid to speak up or take risks. That’s where psychological safety comes in — the foundation for trust, collaboration, and real growth at work.

You may have come across the term before — or heard something similar, like supportive culture, emotional safety, psychological security, or non-judgemental atmosphere. Whatever the wording, the essence is the same: psychological safety is a shared belief within a team that it’s safe to take interpersonal risks. This includes asking questions, admitting mistakes, offering differing opinions, or trying something new — without fear of judgement, rejection, or punishment.

The concept was introduced by Harvard professor Amy Edmondson during her research on medical teams. She found that teams with a high level of psychological safety were better able to identify and learn from their errors, while teams that lacked psychological safety were more likely to cover up mistakes or blame others.

So why is psychological safety so important for a team’s — or an organisation's — success?

Imagine being part of a team where everyone feels included, respected and acknowledged. A place where asking questions, expressing concerns and bringing new ideas to the table is not only allowed — but encouraged. A team environment that fosters openness, trust, and empathy —where people feel safe to belong, to learn, and to grow.

Now, imagine the opposite.

Which team would you rather be part of? In which environment are people more likely to thrive together? Which team is best equipped to adapt to change and drive innovation?

If we want to build teams and organisations where people can truly thrive — not just survive — psychological safety has to be part of the foundation.

So how do we assess the level of psychological safety in a team — and how can we create an environment where people feel safe to speak up, take risks, and collaborate without fear of negative consequences.

A helpful starting point comes from Amy Edmondson herself. She developed a simple, seven-question survey designed to measure how psychologically safe individuals feel within a team. This survey provides a clear snapshot of team dynamics and can serve as a valuable tool for reflection and growth.

Here are the questions from the survey:

1. If you make a mistake on this team, it is not held against you.
2. Members of this team are able to bring up problems and tough issues.
3. People on this team sometimes accept others for being different.
4. It is safe to take a risk on this team.
5. It isn’t difficult to ask other members of this team for help.
6. No one on this team would deliberately act in a way that undermines my efforts.
7. Working with members of this team, my unique skills and talents are valued and utilised.

In addition to this survey, you can also ask broader reflection questions as a team:

• Are mistakes admitted openly without blame?
• Are different perspectives welcomed?
• Is feedback given and received constructively?
• Is challenging the status quo seen as a contribution or a threat?

If the answers lean toward yes, your team likely has a strong foundation. If not, that’s where the work begins.

Psychological safety isn’t something you can demand — it has to be nurtured. At the Oslo Business Forum, Amy Edmondson outlined three key leadership traits that help build it:

1. Frame the Work (Humility) Acknowledge uncertainty and interdependence. Leaders who say, “We won’t get everything right, but we’ll learn together,” create space for exploration and growth.
   
   
2. Invite Participation (Curiosity) Ask open questions. Show that every voice matters. Curiosity builds inclusion.
   
   
3. Respond Productively (Empathy) How you react matters. When someone takes a risk to speak up, thank them. A positive response reinforces trust.

Another widely used framework for creating psychological safety within teams and organisations is the 5 C’s. This model helps foster a culture where people feel safe to speak up, take risks, and collaborate openly. Here’s a brief explanation of what each ‘C’ stands for:

Clarity: Expectations, goals, and roles are clearly communicated and understood by everyone.

Contribution: Everyone is encouraged to contribute with ideas and perspectives.

Confidence: Mistakes are treated as learning opportunities rather than reasons for blame — ensuring trust and confidence in the team.

Comfort: The environment ensures that individuals feel physically and emotionally safe, able to be themselves without judgement.

Connection: The environment fosters strong relationships and a sense of camaraderie among team members.

By practising these principles, leaders and teams create an environment where people feel seen, supported, and safe to show up fully.

But building a culture of psychological safety doesn’t just create a more comfortable work environment — it also leads to significant benefits that impact both individuals and the organisation as a whole. Here are some key advantages:

• Increased Innovation – More ideas, better brainstorming, and greater experimentation.
  
  
• Stronger Collaboration – Teams work with trust, openness, and less friction.

• Higher Engagement – Employees feel valued, heard, and connected to their work.
  
  
• Better Mental Health – Reduced stress and burnout through authentic communication.
  
  
• Organisational Learning – Mistakes become teachable moments, not taboo topics.
  
  

At Hyper Island, we believe that team is everything, and that how we work together is just as important as what we’re working on. That’s why psychological safety is deeply embedded in our methodology, supported by tools and frameworks designed to create the right conditions for teams to thrive.

One such practice is Team Development Sessions (TDS) which provide space for individuals to give and receive feedback, reflect on team dynamics, and set shared goals for improving collaboration. These sessions help foster a culture where people feel heard, respected and empowered to grow together. 

A similar focus on clarity and alignment is found in the IDOARRT framework, which is used to define the intention, desired outcome, and roles for a meeting or collaborative process. 

“Even something as simple as a clear intention, desired outcome, and expected roles (IDOARRT) helps people feel safer in day-to-day settings by knowing what to expect—and what’s expected of them,” says Pernilla Hallberg, Director of Learning Development & Facilitation at Hyper Island.

At the start of each project, teams also use a Point Of Departure (POD) — a structured process for aligning on expectations, values, and ways of working. This helps establish a strong foundation of trust and psychological safety from day one. 

Hyper Island also emphasises the importance of active reflection. By identifying what you experienced, how you felt, and what you learned — individuals gain deeper self-awareness and insight. These reflections are often followed by open group discussions that encourage honest sharing, active listening, and non-judgemental feedback — making people feel seen, heard, and safe to express themselves. 

Together, these practices create a culture where trust, openness, and psychological safety are not just talked about, but lived every day.  

Psychological safety isn’t a “nice-to-have” — it’s absolutely essential for organisations to thrive. Creating a culture where people feel safe to show up fully leads to better results, more resilient teams, and happier workplaces.

Whether you’re a leader or a team member, you have a role in creating an environment where voices are heard, mistakes are seen as learning opportunities, and bold ideas can grow.

Visit Hyper Island’s website and check out our Toolbox for more frameworks ready to use when establishing psychological safety in your team or organisation.