Psychological Safety Is Not What You Think: 6 Myths That Hold Teams Back

Psychological safety as researched and described by Harvard’s Amy Edmondson—the shared belief that it is important to speak up with candor—has become one of the most discussed concepts in the workplace today. And rightly so: countless studies show that it boosts innovation, learning, and team performance. It creates the conditions where people openly share their thoughts, challenge assumptions, admit mistakes, and contribute more fully. But as its popularity has grown, so have the myths and misunderstandings around what psychological safety really means. When people confuse it with comfort, consensus, or job security, they often end up frustrated—or worse, they damage the very performance they hoped to improve.

Let’s debunk the myths: Myth #1: Psychological Safety Means Being Nice A team where “we never argue” may sound harmonious, but it’s likely not psychologically safe. Real safety means permission to be candid—even when the message is tough. It doesn’t mean sugarcoating feedback or avoiding disagreement. In fact, when people avoid honesty to “be nice,” they prevent learning and improvement. Trying to be nice can become a barrier to excellence. Tip for leaders: Encourage respectful dissent. Frame candid feedback as a gift, not a threat.

Myth #2: Psychological Safety Means Getting Your Way Feeling heard doesn’t mean being agreed with. Just because someone speaks up doesn’t mean their idea will be adopted. True psychological safety is about having a voice—not veto power. Tip for leaders: Clarify that every voice matters, but not every suggestion will be implemented. Explain decision logic when possible. Myth #3: Psychological Safety Means Job Security Speaking up without fear of embarrassment, blame, or career damage is the heart of psychological safety. But it’s not a shield against performance reviews, restructuring, or layoffs. In fact, when an employee publicly challenges leadership decisions—as one Googler did during a town hall—it’s often proof that psychological safety exists, not that it’s broken. Tip for leaders: Acknowledge candid input, even when it challenges tough decisions. It builds trust. Myth #4: Psychological Safety Comes at the Cost of Performance This is a false trade-off. High-performing teams aren’t just comfortable—they’re both safe and accountable. The best results happen when people feel safe to speak up and know that excellence is expected. Tip for leaders: Set high standards and make it okay to fail forward. Reward both results and learning behaviors. Myth #5: Psychological Safety Is a Policy You can’t legislate trust. Psychological safety isn’t something you can declare with a memo or a training session. It’s built moment by moment—through conversations, curiosity, listening, and modeling vulnerability and embedded in the company culture. Tip for leaders: Focus on behaviors, not checklists. Ask more questions. Admit what you don’t know. Recognize people who speak up. Myth #6: Psychological Safety Must Come From the Top Yes, leaders matter—a lot. But safety is co-created by everyone. Teams in the same company often have wildly different cultures. Why? Because trust and openness are local, created in daily interactions. Tip for teams: Everyone can contribute to psychological safety by inviting input, listening well, and showing appreciation for candor. So, What’s the Blueprint? If you want to build a culture where people speak up, learn, and grow together, start here:

  • Communicate what psychological safety is—and what it isn’t.
  • Improve the quality of conversations—make room for curiosity, conflict, and learning.
  • Establish simple rituals to assess and reflect—like team debriefs, “one thing I learned” rounds, or psychological safety check-ins.

Psychological safety is not about avoiding discomfort. It’s about creating a brave space for progress. And that’s not just a feel-good idea—it’s a business imperative in uncertain, fast-changing times. Ready to Create a Culture of Candor? If you’re leading a team or supporting others in building trust, start by assessing the current level of psychological safety. Need support in facilitating these conversations or embedding safe practices into your culture? Let’s talk. I help teams and leaders create brave spaces where performance and trust grow together. Contact us at hr@hrconcept.com.pl or explore our programs on psychological safety and team development.