Why Psychological Safety is the Foundation of High-Performing Teams

“When team members trust each other and know that everyone is capable of admitting when they're wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.” – Patrick Lencioni

One thing that high-performing teams have in common is the trusting relationships of the people in them. This principle applies between colleagues as much as it does between managers and employees. Without trust, teams will never reach their full capability, and trust is built on a culture of psychological safety.

Research consistently shows that psychological safety boosts employee engagement and helps reduce turnover. Considering the high turnover rates that many organizations are experiencing, this is a very valuable benefit. The bottom line is that when employees feel safe to speak up, take risks, and be themselves at work, they’re more likely to stay committed and contribute at a higher level.

“When team members trust each other and know that everyone is capable of admitting when they're wrong, then conflict becomes nothing more than the pursuit of truth or the best possible answer.” – Patrick Lencioni

So, what makes psychological safety essential for building strong, effective teams? And more importantly, what steps can your business take to cultivate it in a meaningful, lasting way?

What is Psychological Safety in the Workplace?

Psychological safety in the workplace is the belief that you have the freedom to express ideas, concerns, and even mistakes without fear of judgment or retaliation. Trust is the foundation. When team members take the risk to be honest, transparent, and even vulnerable, and others respond with respect, support, and empathy, that trust deepens. Over time, this creates a culture of safety where collaboration, innovation, and growth can thrive.

What it is not:

Psychological safety in the workplace is not about being nice all the time or always feeling comfortable. It doesn't mean avoiding conflict or difficult conversations. In fact, true psychological safety allows space for healthy disagreement, accountability, and growth. Some teams misuse the term to sidestep tension, but real safety often involves leaning into discomfort. It's also important to remember that creating psychological safety isn't solely up to others. Sometimes, it requires building that safety for yourself.

History of the Concept of Psychological Safety in the Workplace

The concept of psychological safety in business culture began with Carl Rogers in 1954, who said people are most creative when they feel valued (unconditional worth) without fear of judgment (external evaluation).

This idea gained traction in organizational development through the work of Edgar Schein and Warren Bennis in the 1960s who defined psychological safety as a group dynamic that lowers interpersonal risk and promotes acceptance. Around the same time, thought leaders like W. Edwards Deming emphasized the importance of driving out fear in the workplace to unlock effectiveness, reinforcing the value of trust and openness in successful organizations.

The modern understanding of psychological safety was significantly shaped by William Kahn in 1990, who described it as the ability to bring one’s full self to work without fear of negative consequences. His work laid the foundation for later studies by a professor at Harvard Business School, Amy Edmondson, who reframed psychological safety in the workplace as “a shared belief by members of a team that the team is safe for interpersonal risk taking…[and] felt permission for candor.” Later, Patrick Lencioni’s work on vulnerability-based trust concluded that psychological safety leads to trust. He described psychological safety in the workplace as the “willingness of people on a team to be vulnerable and human with each other.”

Between 2012-2014, Google conducted research into psychological safety and its role in high-performance teams. The research was dubbed Project Aristotle and was carried out across 180 of its teams to identify what attributes were consistent across the organization’s most effective teams. The study revealed that who is in a team and what hard skills they brought to the table were less important than how the team members interacted and made contributions. The researchers were able to identify five key dynamics in their most effective teams. Whether team members could take risks without feeling insecure or embarrassed was at the top of the list, supporting the theory of the importance of psychological safety in the workplace.

Meanwhile, business systems like Deming’s 14 Points, the Toyota Production System, and Paul O’Neill’s safety-first leadership at Alcoa have underscored the practical value of empowering employees to speak up.

Collectively, these ideas signaled a shift from controlling workers to enabling them and marked the evolution of psychological safety from a clinical concept to a cornerstone of high-performing, human-centered workplace cultures.

Trust and Psychological Safety are the Foundation of the Five Behaviors of a Cohesive Team

The Five Behaviors® model that identifies the Five Behaviors® of a Cohesive Team, was developed by Patrick Lencioni and is associated with the publisher Wiley. The model focuses on building effective teamwork within organizations to create cohesive teams. The behaviors are:

Trust. Team members must be able to trust each other. This involves being vulnerable and open about weaknesses and mistakes.

Conflict. Healthy conflict is essential for teams to make better decisions. It involves constructive debate and the ability to challenge ideas without personal attacks.

Commitment. Team members need to commit to group decisions and be accountable for their responsibilities.

Accountability. Team members hold each other accountable for their performance and behavior. This helps ensure that everyone is contributing to the team's success.

Results. The ultimate goal is achieving collective results. Team members prioritize the team's goals over individual achievements.

The Five Behaviors® model shows us that trust (and psychological safety) is the foundation of the behaviors that lead to a cohesive team. It is not possible to have a cohesive team without trust.

Cultural Transformation with Heffelfinger Co.

By fostering a culture of trust, transparency, and inclusion, organizations can unlock their people’s full potential and fuel meaningful change. Our proven approach to cultural transformation helps leaders move from awareness to action by employing cultural assessment tools and methodologies that uncover where your culture stands today, define where you want it to go, and identify the critical gaps required to build a positive culture that leads to growth.

We map the Culture Journey by working with clients to clarify their purpose, establish behavioral norms, define identity, and set measurable goals for success. We equip your team with the tools and mindset to shape a culture that supports innovation, collaboration, and accountability.

If you’re ready to take the first step, schedule a free 20-minute assessment with our founder, Lori Heffelfinger, to explore whether our partnership is the right fit for your organization’s transformation.

Warmly,

Lori

Lori Heffelfinger & James Jackman

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