JOURNAL ARTICLE

What People Get Wrong About Psychological Safety.

  • Published In: Harvard Business Review, 2025, v. 103, n. 3. P. 52 1 of 3

  • Database: Business Source Ultimate 2 of 3

  • Authored By: Edmondson, Amy C.; Kerrissey, Michaela J. 3 of 3

Abstract

The article focuses on clarifying six common misconceptions about psychological safety—a shared belief among team members that it is acceptable to speak up candidly—and explains how these misunderstandings hinder organizational learning and performance. It emphasizes that psychological safety is not about being nice, getting one’s way, job security, a trade-off with performance, a policy, or solely a top-down initiative, but rather a collective, ongoing process that enables honest dialogue and learning. The authors provide practical guidance for leaders to foster psychological safety by improving the quality of team conversations, clearly communicating its true meaning, and establishing reflective structures that support continuous progress. Ultimately, psychological safety is presented as a crucial enabler for innovation and effective teamwork in uncertain environments.

Additional Information

  • Source:Harvard Business Review. 2025/05, Vol. 103, Issue 3, p52
  • Document Type:Article
  • Subject Area:Psychology
  • Publication Date:2025
  • ISSN:0017-8012
  • Accession Number:184306470
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