Psychological safety: The underestimated key to innovation
- Dr. Babette Sonntag
- Nov 9
- 5 min read
Psychological safety seems to be a hot topic these days. Is it worth the hype? Whhat does it mean for innovation management?
Imagine a team where every idea ca be openly discussed – even if it seems absurd at first glance. An environment where, instead of "No, but...", it's more likely to be "Yes, and...". Where a brief thought is seen as an invitation to develop something greater from it. Where mistakes are analyzed objectively together and used as a source of learning. Where you know exactly where your scope for action lies. Welcome to the optimal innovation environment!
The reality is different. We're faced with resource, time, and budget constraints; we have to create Excel reports and manage multitasking. Under stress, it's easy for new ideas or suggestions to be dismissed. And that's only too human. The optimal environment actually seems unrealistic.
So how can we still get as close as possible to the ideal environment? What can we do to achieve this?
Innovation doesn't come from mere technology or clever methods alone. To find out what makes successful teams, Google conducted its internal research project "Aristotle" 10 years ago. The clear result was: It wasn't expertise or efficiency that topped the list—it was psychological safety.
So this is more than just a "trendy" term?
What is psychological safety?
The term "psychological safety" was popularized by Amy Edmondson, a professor of leadership and management at Harvard Business School who researches leadership, teamwork, and organizational learning. Edmondson identifies psychological safety as the foundation for learning and innovative teams.
In summary, it describes a working environment in which employees feel they can speak openly, ask questions and take risks without fear of negative consequences.
Mistakes can be viewed as learning opportunities rather than as threats to one's status or career. This promotes openness, honest feedback, and constructive collaboration.
But psychological safety does not mean that harmony will always prevail and conflicts will be avoided.
In summary, psychological safety means:
Mistakes are allowed to happen and are seen as opportunities to learn.
Open communication is desired – regardless of hierarchies.
Criticism is expressed objectively and constructively and not taken personally.
Diversity is accepted and valued.
In such a climate, trust, willingness to learn and creativity arise – key prerequisites for innovation and continuous improvement.
Four principles for psychological safety and innovation
It's primarily about creating a safe, welcoming environment. It's not about sitting in circles and becoming even more self-absorbed.
Those who are unsure about how to react to ideas and spontaneous thoughts prefer to remain silent—and this is precisely what is fatal to creative processes. Ideas often begin as unfinished, rough, or vague thoughts. They take shape through discussion and feedback. If ideas are "discarded" from the outset because no one wants to share them, their potential remains untapped.
Based on the characteristics of psychological safety, managers can promote creativity and support the development of ideas by follwoig these 4 principles:
Openness : Leaders who openly address their own doubts or mistakes signal to others that they can do the same.
Listening : Don't just give space to conversations, but really listen - even to uncomfortable contributions - by asking questions, giving feedback, summarizing what has been heard, and offering small next steps.
Changing perspectives: View different perspectives as a source of innovation, not as a disruptive factor. Actively combine viewpoints and consciously bring together employees from different perspectives.
Feedback: Create time and little opportunities in everyday life for mutual feedback.
Sounds a bit theoretical at first, doesn't it?
A bridge to innovation
Only those who feel secure will invest extra energy, try new things, take risks, and take over responsibility. An innovation-capable organization begins with its corporate culture—and that begins with everyday interactions.
Without psychological safety, teams remain in their comfort zone, avoid risks, and curiosity and openness fall asleep.
Studies show that teams with high psychological safety:
learn from mistakes faster
develop better solutions
show higher motivation
deal with uncertainty more successfully
Managers and team members who promote psychological safety create fertile ground for new, fresh ideas and improvements.
Why missing these positive effects if they can be achieved easily?
Conclusion: Psychological safety is not a "soft" issue, not a "nice to have," but a decisive competitive factor in innovation management. Anyone who wants to foster a true spirit of innovation must do one thing above all: create an environment in which people can work together courageously, openly, and with trust. This is easier than you think if you listen to each other with respect.
Psychological safety is not a “soft skill” luxury, but a hard prerequisite for sustainable innovation performance.
Question for further thought: What would happen if no one is afraid of failing?
Four things everyone can do
1. Address mistakes openly and use them as a learning opportunity
Make asking for feedback and advice a routine within your team.
Communicate clearly that experimentation and failure are part of the job.
2. Actively promote trust – especially in hybrid teams
Use targeted onboarding and team-building measures to integrate new members.
Start regular personal exchanges (e.g. virtual coffee breaks).
3. Establish innovation as a cultural theme
Communicate values associated with courage and creativity clearly and regularly.
Reward not only success, but also the courage to try new things and learn from them.
4. Promote openness and feedback
Implement tools such as regular team reviews, lessons learned sessions, and anonymous feedback channels.
Create spaces (physical and digital) where employees can openly share their thoughts and concerns in a simple, straightforward way.
Ideas take shape by talking about them and receiving feedback. Above all, this enables a respectful and interested exchange among each other!
Conclusion
In my opinion, psychological safety is not just another trendy term that is currently being discussed a lot, but a central, long-term success factor for innovation management – especially in the dynamic, hybrid world of work.
Recent research (links below) confirms and expands on Project Aristotle's findings. Psychological safety is now more than ever a fundamental prerequisite for innovation—especially in an increasingly hybrid and complex world of work.
This sounds like a big topic, one that can make us feel small. But if you read carefully, you'll discover in each of the four points above something you can do in a small way, in your everyday work. I tried all those actions and all of them worked for my team very well. I got a lot of positive feedback and could feel the office atmosphere changing to a more open and supportive culture.
Imagine if just half of your colleagues did the same! What a difference that could make...!
Change is taking place across the board at every level. It can't be imposed top-down, but it can be initiated like a grassroots movement!
Where do you start? Which of your colleagues will you talk to about this tomorrow?
Further links:
MIT Sloan Management Review: Search Results psychological safety
Please note: This text is translated into English by using Google Translate - I apologize for any mistakes in this text I may have overlooked.
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