DREIESKIVA​|Roald Kvam

In today’s fast-paced and ever-changing work environment, adaptability is no longer a luxury — it’s a necessity. But how do teams become truly adaptable? One powerful answer lies in cultivating a culture of psychological safety and open communication.

Psychological safety, a term popularized by Harvard researcher Amy Edmondson, refers to a shared belief that the team is safe for interpersonal risk-taking. In psychologically safe environments, people feel comfortable speaking up, admitting mistakes, asking questions, or proposing ideas without fear of being judged or punished. When combined with open communication, this creates a foundation of trust that enables learning, innovation, and collective resilience.

Why psychological safety matters

When team members feel safe, they’re more likely to:

• Share ideas and solutions that challenge the status quo.
• Admit when they’re stuck or need help — reducing costly errors.
• Learn from failure, instead of hiding it.
• Embrace feedback, give it constructively, and act on it.
• Collaborate openly across roles and functions.

In contrast, teams that lack psychological safety often suffer from silence, blame, and rigidity — all of which hinder growth and adaptability.

The science behind safety

Google’s landmark Project Aristotle study, which analyzed over 180 teams, found that psychological safety was the most important factor in high team performance — even more than individual talent or technical skills. Without it, other strengths are underutilized.

Further research links psychological safety to improved creativity, faster learning, better decision-making, and increased engagement.

Building a culture of psychological safety

Here are concrete strategies leaders and teams can implement:

1. Normalize uncertainty and mistakes
   Let your team know that uncertainty is part of the process, and that mistakes are not only expected but can be valuable learning moments. Model this yourself by being open about what you don’t know and what you’ve learned from failure.

Example: “I wasn’t sure that approach would work — and it didn’t — but here’s what we learned from it…”

2. Practice active listening
   Genuine listening — without interrupting, judging, or rushing to fix — creates space for others to express themselves. Use open-ended questions, reflective statements, and silence to invite deeper conversation.

Example: “Tell me more about what’s making you hesitant” or “That’s an interesting take — let’s explore that further.”

3. Respond to input with curiosity, not judgment
   When someone speaks up, thank them. Even if you disagree or don’t implement their idea, acknowledge the effort. Defensive or dismissive reactions shut people down quickly.

Example: “I hadn’t considered that angle. What led you to that insight?”

4. Foster inclusive participation
   Ensure all voices are heard — not just the loudest. Rotate facilitators, invite input from quieter members, and avoid cutting people off. Use tools like anonymous polls or collaborative documents to democratize feedback.
5. Set clear expectations for respect and openness
   Psychological safety does not mean avoiding conflict or sugarcoating. It means having the freedom to disagree respectfully and challenge ideas — not people. Leaders can set the tone by addressing toxic behavior quickly and reinforcing values.
6. Celebrate learning, not just outcomes
   Recognize behaviors like speaking up, asking tough questions, and experimenting — even when results aren’t immediate. This reinforces that the process of learning is valued as much as success.

The role of leaders

Leadership is critical. Leaders create psychological safety not by being perfect, but by being human, accessible, and willing to model vulnerability. When leaders say, “I need help,” “I was wrong,” or “What do you think?” they invite others to do the same.

Leaders also influence norms: Are meetings dominated by a few voices? Are concerns dismissed or explored? Is feedback a one-way street or a shared practice?

When leaders consistently encourage openness and curiosity, safety spreads.

Psychological safety in hybrid & remote teams

In dispersed teams, it’s even more important to be intentional about building trust. Without informal office interactions, people may hesitate to speak up on virtual calls or Slack threads.

Tips for hybrid teams include:

• Open each meeting with a check-in to build connection.
• Use “round robins” to ensure everyone speaks.
• Document discussions transparently for clarity.
• Follow up individually with quieter team members.

The ripple effect

Psychological safety is not a one-time fix — it’s a climate that’s built over time. But when it’s present, its effects are far-reaching:

• Teams learn faster.
• Innovation increases.
• Stress levels decrease.
• Accountability improves (because people feel safe owning their work).
• Relationships deepen — leading to stronger collaboration and resilience.

Closing thoughts

In an uncertain world, adaptability is the superpower of successful teams — and psychological safety is the soil in which it grows.

When people feel seen, heard, and respected, they bring their full intelligence, creativity, and courage to the table. And when that happens, teams don’t just cope with change — they thrive through it.

A simple mantra to remember:

Safety builds trust. Trust fuels openness. Openness unlocks adaptability.