Psychological safety has rapidly become one of the most important concepts in workplace wellbeing, yet it is often misunderstood or overlooked. For occupational health (OH) professionals, understanding and promoting psychological safety is central to creating environments where employees can thrive, speak up and engage fully in their work.
What is psychological safety?
Psychological safety refers to an employee’s belief that they can express ideas, raise concerns, admit mistakes or challenge decisions without fear of humiliation, exclusion, or punishment. Coined by organisational behavioural scientist Amy Edmandson, the concept describes a climate where people feel safe to take interpersonal risks.
Importantly, psychological safety is not about being “nice” or avoiding difficult conversations. Instead, it is about enabling open communication, constructive debate and continuous learning.
Why psychological safety matters
In occupational health, the goal is not only to prevent illness but also promote wellbeing and sustainable performance. Psychological safety supports this in several ways:
Improved mental health.
When employees fear negative consequences for speaking up, stress and anxiety rise. A psychologically safe culture reduces fear-based behaviours, helping to prevent issues such as burnout, presenteeism and chronic stress – common causes of workplace ill-health referrals.
Better incident reporting and risk management
In high-risk industries, silence can have serious consequences. Workers must feel able to report hazards, near misses and concerns without being blamed. Psychological safety directly contributes to stronger safety cultures and fewer preventable incidents.
Higher engagement and productivity
Teams with strong psychological safety are more likely to share ideas, innovate and collaborate effectively. Research shows that workers who feel safe to contribute are more motivated and more invested in organisational goals.
Enhanced inclusion and retention
A psychologically safe workplace values diverse perspectives. This reduces the risk of exclusion or discrimination and supports retention by fostering a sense of belonging and respect.
The role of occupational health professionals
OH teams are uniquely positioned to influence psychological safety through policy, education and practice. Key opportunities include:
- Promoting supportive leadership behaviours, such as active listening, transparency and fair decision making.
- Training managers to respond constructively when staff raise concerns or disclose health issues.
- Encouraging early conversations about mental health, workload and work-related stress.
- Embedding psychological safety principles in wellbeing strategies, risk assessments and return to work processes.
- Identifying organisational patterns such as blame culture or communication barriers during case management and reporting.
Practical steps for organisations
Creating a psychologically safe workplace requires sustained cultural effort, Effective strategies include:
- Modelling vulnerability from leadership, such as admitting mistakes and inviting feedback.
- Responding appreciatively when employees speak up, even if their ideas are not implemented.
- Normalising learning and experimentation, rather than penalising failure.
- Setting clear behavioural expectations that reinforce respect and inclusion.
- Regularly gathering employee feedback, through surveys, forums and OH data insights.
Conclusion
Psychological safety is not an optional extra it is a fundamental component of both occupational health and business performance. As workplaces face increasing pressures and complexity, the ability to speak up without fear is essential. By championing psychological safety, occupational health professionals can support healthier teams, more resilient organisations and workplaces where people genuinely feel safe to thrive.
References:
Foundational academic literature. Edmondson, A. (1999) Psychological safety and learning behaviour in work teams. Administrative Science quarterly, 44(2), 350-383
Edmondsn, A (2019). The fearless organisation: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
Khan, W. A. (1990) Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4). 692-724
Health and safety executive. Managing the causes of work related stress: The management standards approach. HSE 2019
CIPD. Health and wellbeing at work report. CIPD, annual report.
ACAS. Promoting positive mental health in the workplace. ACAS Guidelines.
Advisory, Conciliation and Arbitration Service (ACAS) using occupational health at work.
ACAS supporting mental health at work: the law on mental health.
Mind How to support staff who are experiencing a mental health problem (PDF guide).
CIPD Supporting mental health at work: practical guidance.
NICE mental wellbeing at work guideline 212
Mental health UK in work support.
Gov Reasonable adjustments for workers with disabilities or health conditions.
SOM Return to work guidance for occupational health: practical tips for time limited consultations.
Comments are closed.