Results from a number of empirical studies conducted in various regions and countries show that psychological safety plays an important role in workplace effectiveness (Edmondson and Lei, 2014).
According to Rogers, psychological safety is associated with three processes: accepting the individual as of unconditional worth; providing a climate in which external evaluation is absent; and understanding empathically.
[12] In the context of "laboratory training" and T-groups to effect organizational change, Schein and Bennis, in 1965, defined it as "an atmosphere where one can take chances (which experimentalism implies) without fear and with sufficient protection (...) thus a climate is built which encourages provisional tries and which tolerates failure without retaliation, renunciation, or guilt".
Moreover, the most studied result of psychological safety, team learning, is defined as a group adjusting to its surrounding through outwardly sharing observations about their environment.
It also serves as a mediator as having established processes of sharing information increases psychological safety in teams which leads to MPI performance improvement In hospital units, members believing they will not be punished for reporting mistakes were correlated with higher rates of errors being detected.
[28] When the perceived risks of speaking up are low, meaning psychological safety is high, employees feel more comfortable sharing their opinions which leads to more engagement in their work.
[30] Inclusive leadership increases psychological safety because when leaders show they are open and available to listen, employees feel that it is safe to share new ideas.
Psychological safety, as defined by Edmondson (1999),[3] refers to an environment where individuals feel safe to express opinions, admit mistakes, and take risks without fear of ridicule or retribution.
Accountability, on the other hand, involves individuals taking ownership of their responsibilities and actions, ensuring tasks are completed effectively and goals are met (Kegan & Lahey, 2016).
As Edmondson (2019)[34] explains, psychological safety is the foundation for healthy accountability because it allows individuals to admit errors, seek help, and learn from their mistakes without fear of blame.
This dynamic aligns with research by Frazier et al. (2017),[35] which shows that teams with high psychological safety also exhibit higher levels of performance and accountability.
This synergy ensures that individuals are both empowered to contribute authentically and motivated to uphold their commitments, resulting in a culture of trust, transparency, and shared success.
They are: Psychological safety in healthcare can be enhanced through structured initiatives such as tiered huddles, as demonstrated in the Veterans Affairs Medical Center’s implementation process.
By fostering an environment where staff feel empowered to share concerns without fear of retribution, these huddles contribute significantly to patient safety and quality care.
The initiative also highlighted the importance of leadership commitment and ongoing feedback mechanisms in creating psychologically safe spaces for staff to raise and address issues effectively.
[42] The concept of psychological safety has been further validated by research demonstrating its critical role in fostering environments where healthcare professionals feel secure to share ideas, admit mistakes, and tackle challenges.
Additionally, psychological safety serves as a foundational element for High reliability organizations, ensuring better patient outcomes and organizational efficiency through structured communication practices and a culture of continuous learning.