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A bold idea can come from anywhere. But without the right environment, it might never see the light of day.
That’s where psychological safety comes in.
When you think of the word “innovation”, you probably think of words like creativity, progress, technology, or growth. “Psychological safety” might not immediately make the list – but it’s an essential component.
Psychological safety is the invisible foundation that allows people to share and experiment without fear. It’s the difference between a workplace that stands still, and one that innovates.
In this context, psychological safety isn’t about avoiding conflict or keeping everyone in their comfort zone. It’s about creating a culture in which people feel safe to take risks – and most importantly, to challenge the status quo. When people know they won’t be ignored when speaking up, they’re much more likely to contribute ideas that push the business forward.
This concept is not a new one. It was first brought into the spotlight by Harvard professor Amy Edmonson, who defined psychological safety as the belief that you won’t be humiliated or penalised for voicing opinions or asking questions. In practice, it’s the permission we give ourselves and others to be honest.
Innovation thrives on experimentation; the ability to adapt, iterate and observe. We’re big proponents of this concept here at Thrive – both for ourselves and our customers. If a new, bold idea comes along, we try it on. If it doesn’t fit, we adapt and keep moving. It’s better to try things out than to stagnate.
The key thing to remember is this: Experimentation means failure is inevitable. When employees fear the consequences of getting something wrong, they’ll default to playing it safe. And that’s not going to lead to any breakthroughs.
When teams feel psychologically safe:
In short, psychological safety creates the conditions necessary for real creativity. Without it, your organisation will stall.
Take product development as an example. If engineers feel hesitant to voice concerns about design flaws, those flaws may only emerge once the product hits the market – and at far greater cost. In a psychologically safe and supported team, those same concerns would be raised before they had a chance to develop into a real problem.
This isn’t just a theory.
Google’s well-known Project Aristotle study, which explored what makes a great team, identified psychological safety as the single most important factor.
The logic is simple: if people are free to speak openly, they share more information. When they share more information, teams make better decisions. And when teams make better decisions, businesses perform better.
For organisations under constant pressure to adapt (whether from new technology or changes in the market) cultivating this kind of environment is a real competitive advantage.
Let’s take a real life example. A company like Pixar, known for innovating and perfecting their craft over the course of many animated animals and decades, champions this concept of psychological safety with their candid “Braintrust” meetings. During these meetings, colleagues are invited to provide unvarnished feedback to the director and solve creative problems.
Most importantly, the meetings are all about candour. Participants are encouraged to share their true perspectives.
Ed Catmull, co-founder of Pixar, notes: "The Braintrust is valuable because it broadens your perspective, allowing you to peer — at least briefly — through others’ eyes."
Creating psychological safety doesn’t mean everyone agrees all the time; it’s quite the opposite. Lively debates that spark constructive criticism are the whole idea. The difference is that the criticism is of ideas, not people.
Consider the healthcare sector, where psychological safety can be the difference between life and death. When junior nurses feel comfortable raising concerns with senior doctors, errors are caught earlier and patient outcomes improve. The same principle applies in any industry – although crucially removing the life-or-death element: when people feel safe to speak up, problems are solved faster.
Leaders set the tone for an environment where learning can flourish. When they show curiosity and openness about their own growth, it encourages others to do the same.
It’s important to create a space where everyone feels comfortable speaking up. Constructive feedback and recognition of effort (whether an attempt succeeds or not) help people feel safe to share ideas and take thoughtful risks.
Over time, these practices become part of the culture. People contribute more, learn more, and the team benefits from fresh thinking and better outcomes.
Psychological safety is inextricably linked to diversity and inclusion. DEI became a hot button topic at the start of this year, but taking all the politics out of it, it’s simply about bringing together a diverse range of perspectives.
But without safety, those perspectives can go unheard. People from underrepresented groups, in particular, may feel less inclined to speak up if they fear backlash.
Creating psychological safety means making sure every individual feels respected and valued, regardless of background. It also means holding your own leaders accountable for inclusive behaviour. L&D plays an important part in this. To ensure you’re laying the groundwork for effective DEI, start with the onboarding phase.
You can read our tips on how to incorporate DEI into your onboarding strategy here.
The organisations that will thrive in the years ahead are those that not only embrace change, but actively encourage their people to drive it.
And the first step in that journey is making sure every voice is heard.
Curious about how Thrive could help your organisation innovate? Book a demo today.
Explore what impact Thrive could make for your team and your learners today.
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A bold idea can come from anywhere. But without the right environment, it might never see the light of day.
That’s where psychological safety comes in.
When you think of the word “innovation”, you probably think of words like creativity, progress, technology, or growth. “Psychological safety” might not immediately make the list – but it’s an essential component.
Psychological safety is the invisible foundation that allows people to share and experiment without fear. It’s the difference between a workplace that stands still, and one that innovates.
In this context, psychological safety isn’t about avoiding conflict or keeping everyone in their comfort zone. It’s about creating a culture in which people feel safe to take risks – and most importantly, to challenge the status quo. When people know they won’t be ignored when speaking up, they’re much more likely to contribute ideas that push the business forward.
This concept is not a new one. It was first brought into the spotlight by Harvard professor Amy Edmonson, who defined psychological safety as the belief that you won’t be humiliated or penalised for voicing opinions or asking questions. In practice, it’s the permission we give ourselves and others to be honest.
Innovation thrives on experimentation; the ability to adapt, iterate and observe. We’re big proponents of this concept here at Thrive – both for ourselves and our customers. If a new, bold idea comes along, we try it on. If it doesn’t fit, we adapt and keep moving. It’s better to try things out than to stagnate.
The key thing to remember is this: Experimentation means failure is inevitable. When employees fear the consequences of getting something wrong, they’ll default to playing it safe. And that’s not going to lead to any breakthroughs.
When teams feel psychologically safe:
In short, psychological safety creates the conditions necessary for real creativity. Without it, your organisation will stall.
Take product development as an example. If engineers feel hesitant to voice concerns about design flaws, those flaws may only emerge once the product hits the market – and at far greater cost. In a psychologically safe and supported team, those same concerns would be raised before they had a chance to develop into a real problem.
This isn’t just a theory.
Google’s well-known Project Aristotle study, which explored what makes a great team, identified psychological safety as the single most important factor.
The logic is simple: if people are free to speak openly, they share more information. When they share more information, teams make better decisions. And when teams make better decisions, businesses perform better.
For organisations under constant pressure to adapt (whether from new technology or changes in the market) cultivating this kind of environment is a real competitive advantage.
Let’s take a real life example. A company like Pixar, known for innovating and perfecting their craft over the course of many animated animals and decades, champions this concept of psychological safety with their candid “Braintrust” meetings. During these meetings, colleagues are invited to provide unvarnished feedback to the director and solve creative problems.
Most importantly, the meetings are all about candour. Participants are encouraged to share their true perspectives.
Ed Catmull, co-founder of Pixar, notes: "The Braintrust is valuable because it broadens your perspective, allowing you to peer — at least briefly — through others’ eyes."
Creating psychological safety doesn’t mean everyone agrees all the time; it’s quite the opposite. Lively debates that spark constructive criticism are the whole idea. The difference is that the criticism is of ideas, not people.
Consider the healthcare sector, where psychological safety can be the difference between life and death. When junior nurses feel comfortable raising concerns with senior doctors, errors are caught earlier and patient outcomes improve. The same principle applies in any industry – although crucially removing the life-or-death element: when people feel safe to speak up, problems are solved faster.
Leaders set the tone for an environment where learning can flourish. When they show curiosity and openness about their own growth, it encourages others to do the same.
It’s important to create a space where everyone feels comfortable speaking up. Constructive feedback and recognition of effort (whether an attempt succeeds or not) help people feel safe to share ideas and take thoughtful risks.
Over time, these practices become part of the culture. People contribute more, learn more, and the team benefits from fresh thinking and better outcomes.
Psychological safety is inextricably linked to diversity and inclusion. DEI became a hot button topic at the start of this year, but taking all the politics out of it, it’s simply about bringing together a diverse range of perspectives.
But without safety, those perspectives can go unheard. People from underrepresented groups, in particular, may feel less inclined to speak up if they fear backlash.
Creating psychological safety means making sure every individual feels respected and valued, regardless of background. It also means holding your own leaders accountable for inclusive behaviour. L&D plays an important part in this. To ensure you’re laying the groundwork for effective DEI, start with the onboarding phase.
You can read our tips on how to incorporate DEI into your onboarding strategy here.
The organisations that will thrive in the years ahead are those that not only embrace change, but actively encourage their people to drive it.
And the first step in that journey is making sure every voice is heard.
Curious about how Thrive could help your organisation innovate? Book a demo today.
Explore what impact Thrive could make for your team and your learners today.
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