1. Admit Uncertainty: Start meetings with a short line such as “I might miss something — I need your help.” This models fallibility and signals permission to speak up.
2. Ask an inclusive question: “What’s one risk we’re overlooking?” or “What could go wrong here?” Direct questions surface diverse perspectives.
3. Respond with appreciation, not defensiveness: When someone raises a concern, say “Thanks — that’s helpful. How can we test it?” Productive responses reinforce future speaking up.
4. Normalise small failures as learning moments: Create a short “what we learned” segment after projects to reward candour and reduce blame. Amy Edmondson’s research links this to better detection and learning. (link?)
5. Rotate facilitation and note-taking: Sharing roles flattens power dynamics and gives more people a voice.
6. Run short “safety checks”: Use a quick psychological safety and engagement survey to check in on current team climates.
7. Teach leaders to separate intent from impact: Train leaders to ask clarifying questions and to acknowledge impact before defending intent. This preserves trust and learning.
8. Use Team Observation and Feedback Rounds: Periodically observe team interactions and hold open feedback rounds where team members share what helps or hinders their sense of safety. Provide real-time, qualitative insights into team dynamics.
9. Embed learning rituals (retros, experiments): Make small experiments and debriefs routine so risk‑taking becomes normal, not exceptional.
10. Offer a short course for teams or work groups: Provide a half day workshop on team dynamics, climate and culture designed to help teams and leaders review the dynamics within their group that directly impact the working climate, psychological safety, and engagement for all team members.
Unlocking High Performance: Psychological Safety as a Catalyst for Engagement.
APS Webinar - 8th September 2026, 13:00 - 13:45.
Find out more and book your free place online - APS Webinar
