Psychological Safety: How We Create a Stronger and More Open Workplace Community

Psykologisk tryghed på arbejdspladsen

What does it truly mean to feel psychologically safe? Is it about feeling secure with your colleagues? Trusting your leaders? Or perhaps feeling confident in your work?

In her book The Fearless Organization, Amy C. Edmondson defines it as:
“…a climate where people feel safe to express themselves and be who they are.”

In simple terms, psychological safety means you feel comfortable voicing concerns, admitting mistakes, and asking questions—without fear of ridicule, humiliation, or embarrassment.

Understanding what psychological safety is, is essential, but it’s only the first step. The real challenge lies in creating it.

In this article, we’ll explore what psychological safety truly means, why it’s so important—particularly in aviation—and most importantly, how it can be cultivated in daily work life.

What is psychological safety?

On an intuitive level, psychological safety makes sense. It’s about ensuring that everyone in the workplace—regardless of role—can share doubts, uncertainties, ask questions, make suggestions, and admit mistakes without fearing a loss of face or being judged as incompetent, foolish, or irritating by colleagues or leaders.

This concept is critical: mistakes that are hidden don’t teach anyone. Questions left unasked can hinder learning—or, in the worst case, impact wellbeing or safety.

For those of us in aviation—whether pilots, cabin crew, or others—this isn’t just a theoretical concept. We know how crucial psychological safety is when making decisions, communicating, or responding in high-pressure situations. It can mean the difference between speaking up when something doesn’t seem right and preventing an error or incident.

But what does it look like in practice? How can we actively foster it as colleagues and leaders? And what do we do if it’s lacking?

Why is psychological safety important?

Imagine comparing reports of errors across hospital departments. At first glance, you might think the department with the fewest errors is performing the best.

However, Amy Edmondson’s research found the opposite. Departments with higher psychological safety actually reported more errors—not because they made more mistakes but because they felt safe admitting them. This openness allows organizations to learn from errors and improve their processes.

In environments with high psychological safety, people learn more, collaborate better, and achieve stronger results. It fosters a culture of openness and honesty while also enhancing wellbeing. When employees know their concerns or questions will be met with respect, they are more likely to seek help when workloads become overwhelming.

For those of us in aviation, psychological safety isn’t just a nice-to-have—it’s essential for safety. Pilots, cabin crew, and management must feel empowered to speak up when something feels off. This foundation helps ensure sound decision-making and the prevention of critical errors.

what is psychological safety

How to create psychological safety

Many guides offer tips like “10 Strategies for Achieving Psychological Safety” or “Everything You Need to Know to Promote Psychological Safety at Work.” The challenge is that these are often too broad or abstract, making them difficult to translate into actionable steps.

With this article, I want to take a different approach. Instead of offering another checklist, I’ll share real-life situations and experiences from our Pilot Peer Support Programme. These examples highlight common challenges to psychological safety and practical strategies that have worked.

Vulnerability as strength

Imagine stepping into an organization amid major changes—a new director or chief pilot with new expectations, workflows, and structural adjustments. Frustrations arise, leading to a loss of trust and psychological safety. Conflicts simmer, dissatisfaction grows, and employees feel isolated, focusing only on self-preservation.

How do we reverse this? How do we create an environment where team diversity is valued, employees feel safe approaching colleagues and leaders, and potential conflicts are addressed early?

One key way is by embracing vulnerability. As a leader, it’s tempting to maintain a facade of strength and control. But trust builds trust. Consider how your words and actions are perceived by others, and be open to feedback—even on your own behavior. Vulnerability is not a weakness; it’s a strength that can bridge gaps between people.

Taking the first step requires courage, but it’s necessary. When leaders show vulnerability, they pave the way for others to do the same, laying the foundation for rebuilding psychological safety.

Curiosity over control

Imagine something has gone wrong. Instead of assigning blame, the leader asks, “Can you help me understand what happened here?” or “What were your thoughts when you made that decision?” This approach signals that mistakes are learning opportunities, not reasons for judgment.

Curiosity also involves showing genuine interest in people—not just their roles or tasks. By asking about colleagues as individuals, we create space for them to bring their whole selves to the table.

Share knowledge and experiences

Sharing knowledge is key to psychological safety. Many hesitate because it feels like losing control—or status. But think about this: if you share your experience, what might you gain in return? What could you learn from your colleagues’ perspectives?

Sharing challenges fosters a culture of mutual support, strengthens collaboration, and opens doors to new solutions.

how to create psychological safety in the workplace

What can you do in practice?

Creating psychological safety often comes down to small actions that make a big difference. Here are some examples:

  • Maintain eye contact and say “good morning.”
  • Smile and show interest by asking questions.
  • Share your own mistakes, e.g., “I messed up…”
  • Be clear about what is negotiable and what isn’t.
  • Prioritize eating together.
  • Be honest and admit when you’re uncertain.

These small actions signal that we value each other as people—not just as colleagues.

Building a foundation for psychological safety

Psychological safety doesn’t mean avoiding tough conversations or conflicts. It’s about addressing them openly and constructively. However, it can only be built on a stable foundation. If the workplace is plagued by conflicts, harassment, or other serious issues, these must be resolved first.

Similarly, challenges like poor planning, unclear roles, or insufficient resources can undermine psychological safety. Address these structural issues before focusing on fostering a psychologically safe environment.

contact our peer support programme

Need support?

If you’re struggling with psychological safety at work, at home, or within yourself, our Pilot Peer Support Programme is here to help. Don’t hesitate to reach out today. We’re here for you.