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Nowadays, more businesses are keen on fostering a culture that prioritizes the mental well-being of employees. Despite this positive move, there may still be some things that are left unaddressed.

Psychological safety in the workplace encourages a person to perform at their best. Harvard professor Amy Edmondson used the term in 1999 to define a shared belief that the team is safe for interpersonal risk-taking. 

Addressing mistakes

In fostering a psychologically safe workplace, addressing mistakes becomes a catalyst for growth and innovation. Over time, teams develop an environment where members can openly admit and discuss errors, enabling a culture of learning and improvement. 

Everyone makes mistakes, even good employees, and good leaders must prioritize a culture of learning while promoting an atmosphere where team members feel comfortable taking risks, even if it leads to mistakes. This deliberate effort results in a more creative, innovative and successful organization.

Taking risks

Taking risks is integral to psychological safety. Team members should feel empowered to pose challenging questions and discuss tough issues without fear of personal reprisal. Leaders should be able to create a culture that encourages team members to speak up and take risks. This proactive approach requires effort, curiosity and care, ultimately contributing to a workplace where unique skills and talents are valued.

Creating team dynamics

Team dynamics play a crucial role in establishing psychological safety. An anonymous survey can gauge the team's environment by exploring factors such as the acceptance of mistakes, the ability to address problems, and the valuing of diverse skills. 

Stanford professor Robert Sutton suggests that psychologically safe workplaces are characterized by open discussions about individual mistakes and collaborative learning experiences. Encouraging open communication and celebrating each team member's unique contributions are key elements in building and maintaining a psychologically safe team.