Enhancing Psychological Safety: A Strategic Approach for HR and Managers to Build Trust Effectively

A survey by PageGroup shows that 35 percent of new employees consider resigning on their first day at work. One possible reason for this is a lack of psychological safety, i.e., the feeling that they can express themselves without fear. But what exactly do we mean by psychological safety—and why is it so crucial for collaboration and retention?
‍

The term "psychological safety" was introduced by Harvard professor Amy Edmondson. It refers to a work environment where individuals feel safe to express their opinions without fear of rejection or negative consequences. Importantly, this concept goes beyond simply creating a pleasant atmosphere or achieving consensus; it emphasizes the importance of trust, openness, and the acceptance of mistakes. Understanding why psychological safety often goes unnoticed—and the costs associated with it—is crucial for effective teamwork and communication.
‍

Why psychological safety often remains invisible – and what that costs
‍

Psychological uncertainty can be challenging to understand because it is seldom addressed directly. It often shows up in subtle behaviors such as hesitant comments, evasive eye contact, and brief responses. In meetings, individuals may nod in agreement instead of expressing disagreement, while criticism tends to be expressed in private conversations or avoided entirely. The true culture of an organization often unfolds between the lines, operating quietly yet effectively. The consequences of this uncertainty are significant. Without genuine debate, innovation struggles to emerge. Ambiguous roles, a lack of feedback, and a high threshold for dissent hinder responsibility and the learning process. Even well-meaning efforts to retain employees are ineffective if individuals do not feel confident sharing their perspectives.

What makes this situation particularly challenging is that the culture often seems stable on the surface—people get along well, and there are no visible conflicts. However, this is precisely part of the issue. Phrases like “We have an open atmosphere” are common, even though the crucial topics remain unaddressed. Therefore, it is essential to view psychological safety not as a mere mood or attitude but as a strategic lever for enhancing collaboration, productivity, and employee retention. While it cannot be measured like a key performance indicator, it can be intentionally fostered using three central approaches.
‍

3 ways to foster a trusting corporate culture
‍

1. Leadership: Attitude instead of control

Psychological safety starts with understanding leadership as a process of building relationships. Research indicates that the behavior of managers plays a more significant role in how safe team members feel than any human resources measures. It’s not the methods that matter most; it’s the underlying attitude.

What leadership must achieve today:

• Show vulnerability: Those who own up to their mistakes make it easier for others to speak openly.
• Communicate clearly but humanely: Make decisions transparent, even when there is uncertainty.
• Invite feedback, don't just give it: Instead of “I have feedback for you,” say “What do you need from me right now?”

Particularly effective: regularly reflecting on your impact, the type of questions you ask, the space you allow—or don't allow. In our leadership formats, we work precisely on this: not on tools, but on mindset.
‍

2. Structure: Safety needs a system

Safety does not happen by chance, but through clearly designed processes. Organizations that take psychological safety seriously systematically build frameworks that enable trust.

Important structural features:

• Clear roles and expectations instead of implicit responsibilities
• Regular, mandatory check-ins – even outside of crises
• Onboarding that provides orientation and enables genuine integration

Even small changes in processes – e.g., check-in rituals, transparent clarification of expectations, or feedback formats – have a measurable impact on the psychological climate.

‍

Find out how you can use psychological safety as a lever for strong teams here.

‍

3. Culture: Creating spaces for genuine dialogue

A safe culture is not characterized by people being allowed to do something, but by them doing it: addressing conflicts, contributing ideas, and asking critical questions. This requires protected spaces, common rules, and a dialogue that does not end after the first workshop.

What helps:

• Regular team reflections on dynamics, cooperation, and tensions
• Working on shared values, not just paying lip service
• Methodically guided workshops that also allow space for critical topics

In growing or changing teams, external moderation plays a vital role in strengthening relationships. This can involve activities such as defining values, clarifying roles, or mediating conflicts. It is essential that the dialogue is initiated and continues without quickly fading away. Moreover, it's important to recognize that psychological safety doesn't require that everyone agrees; in fact, it's the opposite. Disagreement can be a healthy part of the conversation.
‍

Safety does not equal consensus
‍

Psychological safety is not the opposite of conflict; rather, it is its foundation. While harmony often implies avoiding friction, true safety arises when different perspectives can be openly expressed. Research shows that teams that not only allow differing opinions but also actively engage with them tend to be more creative, make better decisions, and learn faster.

A harmonious atmosphere characterized by “We all agree” can be misleading. Without dissent, there is no critical perspective. Decisions go unchallenged, and weaknesses may be overlooked. This operational blindness does not stem from incompetence but rather from a lack of dissent.

Managers play a crucial role in this process. They do not need to resolve tensions but should instead create a framework that allows these tensions to be utilized productively. This involves gathering various perspectives, facilitating discussion, and enduring conflicts—even if they are uncomfortable. When employees feel that their dissent is welcomed rather than punished, trust is built. This trust is the core component of psychological safety.

‍

Find out here which 5 warning signs indicate quiet quitting.

‍

Psychological safety: Think strategically
‍

Psychological safety does not stem from individual actions; rather, it results from a systematic design within an organization. It emerges from a structure that not only demands responsibility but also fosters it through clear frameworks, reliable communication, and visible leadership.

Empathetic and approachable managers serve as catalysts for this environment. However, their effectiveness is limited without established processes, transparent decision-making channels, and opportunities for dialogue. Simply holding a workshop once a year is insufficient for fostering a strong culture. True cultural development occurs through repeated experiences rather than isolated interventions.

Teams that regularly engage in reflection, can manage dissent, and communicate openly about roles, values, and expectations, cultivate a higher quality of collaboration. Research indicates that such teams experience measurable improvements in learning behavior, innovative capacity, and employee retention. Overall, psychological safety is not a one-time initiative but a long-term, multidimensional cultural endeavor that can evolve and be shaped over time.

‍

If you're ready to promote psychological safety effectively, let's dive into strategies to strengthen leadership, structure, and culture in your company. Schedule your free initial consultation now.