Psychological safety is very likely to become a key HR focus area in 2026. 93% of business leaders worldwide agree that psychological safety has a direct impact on the bottom line – through increased innovation, productivity, and more. And as employees across the globe face rising stress levels and performance pressure, psychological safety is no longer just a “nice-to-have,” but a necessity.
Psychological safety – the Hidden Driver
When major transformation initiatives fail, it is not necessarily due to poor strategies, but rather that employees do not feel safe enough to contribute honestly throughout the process. And the same business leaders who acknowledge the link between psychological safety and business outcomes report that they lack the tools to create psychological safety.
Psychological Safety in Brief
The most well-known researcher on psychological safety, Amy Edmondson from Harvard Business School, defines the concept as: “A shared belief within a team that it is safe to take interpersonal risks.” This means that in a team or workplace, people can:
- ask questions without fearing they will appear ignorant
- admit mistakes without being humiliated or punished
- offer new ideas without being ridiculed
- express concerns or disagreements without fear of negative consequences
In short: Psychological safety is a work climate where people feel respected and accepted, and where they feel safe to freely contribute their thoughts and experiences.
A Shared Responsibility with a Special Role for Leaders
Amy Edmondson points out that psychological safety does not happen automatically – it must be actively created and maintained by both leaders and teams. She emphasises that the leader’s role is crucial. However, psychological safety is a shared responsibility – team members also need to support one another through respect, active listening, and openness to create a psychologically safe work environment.
Psychological safety is the hidden engine that fuels innovation and successful transformation*
Michelle Bonterre
*Why Psychological Safety Is the Hidden Engine Behind Innovation and Transformation, Michelle Bonterre, Harvard Business Impact, 29. juli 2025
Measure the Baseline
If HR wants to work more systematically with psychological safety, it can be helpful to establish a baseline. With the GAIS platform, you can measure psychological safety both as a starting point for your initiatives and continuously to monitor the impact of your efforts. You can use questions from the GAIS catalog or create your own.
GAIS Questions on Psychological Safety
- Do you have a culture where you can confidently ask questions and seek help?
- Do you have a culture where you can confidently offer your opinion?
- Does your manager contribute to you having respect for one another’s differences in the team?
- Does your manager contribute to you being able to discuss problems and disagreements within the team?
- Do you have a culture where it is okay to make a mistake?
Three Leadership Practices That Build Psychological Safety
- Make it clear that complex tasks require collaboration, learning, and openness.
- Emphasise that mistakes and questions are inevitable in the process of growth – and are an important part of it.
- Build a shared understanding that no one can have all the answers alone.
2. Show curiosity and invite contribution:
- Ask open-ended questions and actively seek input from the team.
- Acknowledge different perspectives and especially invite quieter voices to contribute.
- Signal that everyone has something valuable to offer.
3. Respond constructively and supportively:
- When someone shares mistakes, concerns, or ideas: listen without judgment.
- Thank people for speaking up, even when they bring up difficult issues.
- Provide feedback in a way that fosters learning rather than fear.
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