A lack of psychological safety was a key contributing factor in one of the most catastrophic industrial disasters in history—the Chernobyl disaster. In 1986, the nuclear power plant at Chernobyl, located in the Ukrainian SSR (modern-day Ukraine), experienced a meltdown that directly killed 31 people and is believed to have indirectly caused the deaths of tens of thousands. While the plant's design had inherent flaws, a more significant issue was the cultural environment within the Soviet Union at the time. This culture discouraged individuals from raising concerns or speaking out about mistakes.
In an atmosphere driven by fear, where the priority was to please political authorities over ensuring safety, employees were unable to voice their concerns during a crucial simulated power shutdown. Operators had doubts about ignoring safety protocols and disabling critical safety systems but felt powerless to speak up. The test proceeded, leading to a catastrophic steam explosion followed by a nuclear explosion. Lacking essential safety features, like containment buildings, the resulting radiation spread across Ukraine and Europe.
As documented in official reports, the disaster’s root cause was largely attributed to the absence of psychological safety. The RBMK-1000 reactor could only have been operated in such a deficient safety culture, where fear silenced concerns. This tragic event underscores the dire consequences of failing to create an environment where people feel safe to speak up.
As written in the book “Chernobyl: History of a Tragedy” by Harvard University history professor Serhii Plokhy, this meticulously researched account of the events leading up to the disaster explores the socio-technical, socio-political, cultural, and technological factors contributing to the catastrophe. Contrary to the depiction in the HBO mini-series, which cast Viktor Bryukhanov, Nikolai Fomin, and Anatoly Dyatlov as villains, Plokhy’s account shows them as highly skilled professionals caught in an inefficient Soviet system. They were constrained by a culture that imposed severe penalties for mistakes, which stifled their ability to act. All three were later imprisoned, despite their efforts to mitigate the fallout and protect the public, while suffering from radiation poisoning themselves.
This historical example vividly illustrates how the absence of psychological safety can have devastating consequences, not only in terms of workplace performance but also in the lives and well-being of individuals. Now more than ever, fostering psychological safety in the workplace is essential to avoiding similar tragedies and ensuring that teams perform at their best.
The Benefits of Psychological Safety
Psychological safety in the workplace offers significant benefits for both employees and organizations. For one, it enhances collaboration and communication. When people feel safe to express their opinions and ask for help, they work together more effectively, leading to better decision-making and problem-solving. Teams with psychological safety are more open to new ideas and willing to engage in constructive debates, driving innovative solutions.
Additionally, psychological safety boosts engagement. When employees feel that their input is valued, they become more invested in their work and are more committed to team goals. This increased engagement not only improves job satisfaction but also leads to higher productivity and overall performance.
Another critical advantage is the ability to learn from mistakes. In a psychologically safe environment, failure is not met with harsh criticism or blame but is seen as an opportunity for growth. Employees are encouraged to reflect on what went wrong and collaborate on improvements, which reduces the fear of failure and creates a more resilient and adaptable workforce.
The 2019 and 2021 “State of DevOps” reports consistently demonstrate that psychological safety is essential not only for software delivery team performance but also for organizational performance on a wider scale.
The 4 Stages of Psychological Safety
As organizations work toward creating a culture of psychological safety, they often move through four distinct stages. These stages, outlined by Dr. Timothy Clark in his book The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation, represent the progression employees must experience before they feel free to contribute meaningfully and challenge the status quo:
- Stage 1 — Inclusion Safety: This stage satisfies the basic human need to connect and belong. Employees feel safe being themselves and are accepted for their unique attributes and characteristics.
- Stage 2 — Learner Safety: Here, employees feel safe to ask questions, give and receive feedback, experiment, and make mistakes as part of the learning process.
- Stage 3 — Contributor Safety: In this stage, employees feel safe to use their skills and abilities to make a meaningful contribution.
- Stage 4 — Challenger Safety: The final stage allows employees to feel safe challenging the status quo when they see opportunities for improvement or change.
Helping employees move through these stages requires deliberate actions from leaders to foster an environment where team members feel safe to take interpersonal risks and speak up.
How to Build Psychological Safety
Developing psychological safety within a team requires intentional actions from both leaders and team members. Here are some key practices that can help foster this environment:
- Model vulnerability and openness: Leaders must set the example by admitting their own mistakes and uncertainties. Demonstrating that it’s okay to not have all the answers encourages employees to feel comfortable doing the same.
- Encourage inclusive conversations: Managers should actively invite everyone to contribute and ensure all voices are heard. Seeking input from quieter team members can help break down hierarchical barriers and foster diverse perspectives.
- Respond constructively to feedback and mistakes: When an employee offers a new idea or admits an error, respond supportively rather than punitively. Open discussions about mistakes help create an environment where employees feel safe to take risks.
- Create a culture of curiosity: Encourage questions and prioritize learning. Teams that approach challenges with curiosity rather than judgment are more likely to innovate and improve processes over time.
- Celebrate contributions: Recognizing employees who take initiative or raise concerns reinforces the value of open communication and encourages continued participation.
The Role of Leaders in Maintaining Psychological Safety
Leaders play a pivotal role in fostering and maintaining psychological safety. It’s not enough to simply declare that a team is safe to speak up; leaders must actively nurture trust and model the behaviors that encourage open dialogue. By being approachable, listening attentively, and responding thoughtfully, leaders can cultivate a culture where employees feel confident in sharing their thoughts.
Leaders can also design workflows and meetings to promote inclusion. Regular opportunities for anonymous feedback can give employees a safe space to voice concerns without fear of repercussions.
Why Psychological Safety Matters Now More Than Ever
In a world increasingly marked by global challenges, including geopolitical tensions, economic downturns, and societal disruptions, psychological safety has become a cornerstone of organizational resilience. As employees face external pressures, organizations that prioritize psychological safety will be better equipped to retain talent, foster innovation, and navigate crises effectively.
When employees feel safe to voice concerns and try new approaches without fear of negative consequences, they are better positioned to contribute to their teams. In such environments, failure is seen as an opportunity for learning, not blame, which is key to building resilient and adaptive teams.
By investing in psychological safety, companies unlock their employees’ full potential, driving both individual fulfillment and organizational success. Leaders who commit to creating and maintaining this environment will cultivate teams that are not only more productive but also more engaged and innovative in the long run.