Why Psychological Safety Matters for Innovation in IC
Those who want to challenge the status quo with their internal communication (IC) efforts often use test and learn tactics. It’s a bit like science class: we have a hypothesis about what could resolve or influence problem X, and we want to test that hypothesis. Sometimes we’ll get it right on the first go. Sometimes, we won’t.
For example, I once worked at an organization struggling to get managers to adopt a new process. We hosted training sessions and open discussion forums. We provided frequently asked question documents and written communication highlighting the “what’s in it for me” and the “why” behind the new process. Still, managers were resistant. Enter our next tactic: crowd-sourced TikTok-style videos. We asked managers from our change champions group to film brief, fun TikTok-style videos of themselves and their teams highlighting their pro tips for mastering the new process. We asked them to get creative, and they delivered. They played on the latest trends and memes, using humor and their own personal styles. It was fun, fresh, and just what our audience needed. The response to the videos was overwhelmingly positive, and process adoption shot up.
One of the morals of this story is that my team and I had the psychological safety we needed to test and learn to find the right approach.
“Psychological safety is a shared belief held by members of a team that it’s OK to take risks, to express their ideas and concerns, to speak up with questions, and to admit mistakes — all without fear of negative consequences.”
Psychological safety leads to open communication, learning, collaboration, ownership, accountability, and so many other positive outcomes. Without psychological safety, it’s unlikely that my team would have achieved the creative outcomes and success that we did. Instead, our process adoption rates would have plateaued and impacted business results.
I’ve experienced both psychologically safe and unsafe work environments throughout my career. In one toxic environment, I began a folder documenting every exchange I had with my manager because she was consistently trying to catch me out if anything slipped through the cracks. I felt I had to prove that I was on top of things for the day she came for my job. While she left the company before I did, the trauma of working for someone who held employees accountable to the most minute scrutiny took years to recover from.
It shouldn’t come as a surprise that I and others thrive in high-trust environments that encourage us to be our best selves and support us even when we fail. We all deserve to be psychologically safe—in all aspects of our lives. If you can answer ‘yes’ to the following statements, then you’re in a psychologically safe workplace:
I feel comfortable approaching my supervisor with questions or uncertainties about my work.
I freely share my ideas and opinions on work matters with my team and supervisor.
I can talk about personal issues and express disagreements without fear of negative consequences.
I give feedback to my team, knowing that my manager and peers will value and acknowledge my input.
If I or a team member makes a mistake, we feel secure in bringing it up with our supervisor.
When there is a problem or a team member is struggling, I know exactly who to turn to for support and guidance.
If you’re not in a psychologically safe workplace, consider taking steps to create one. Start by fostering open communication and building trust with your team. Seek out allies and mentors who can support you. If the environment doesn't improve, it may be time to plan your exit strategy. Everyone deserves to work in a place where they feel safe and valued.
