Psychological safety refers to a workplace climate in which workers are comfortable expressing themselves and believe they can take appropriate interpersonal risks. As described by Amy Edmondson, PhDopens in new window, a leading expert on psychological safety at Harvard Business School, “When people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won’t be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. They tend to trust and respect their colleagues.”
The 2024 Work in America Survey: Psychological Safety in the Changing Workplace (PDF, 340KB)opens in new window examines the extensive effects of psychological safety, the evolving norms and technologies changing the American workplace, and what practices employers should consider to improve the performance and well-being of their employees.
The Harris Poll conducted the survey online in the United States on behalf of APA between March 25 and April 3, 2024, among more than 2,000 employed adults.
When people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won't be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. They tend to trust and respect their colleagues.
Psychological safety at work fosters creativity, innovation, and effective teamwork
Most American workers feel good about their performance and productivity, and this is especially prevalent among workers who experience a sense of psychological safety.
The survey found that psychological safety was associated with specific aspects of job satisfaction. Those experiencing higher psychological safety were more likely to report satisfaction with:
- their relationships with coworkers
- their relationships with managers or supervisors
- the policies in place to promote equity, diversity, and inclusion
- their work schedules
- how well their workplaces are preparing them for the future
- support for mental health and well-being provided by their employer
- their opportunities for growth and development
Workers who experience a high sense of psychological safety are much less likely than the average worker to characterize their workplace as somewhat or very “toxic.” While 15% of workers say their workplace is toxic, the overwhelming majority (89%) of this group also reported experiencing lower psychological safety at work.
Workers reported notable differences in their work and well-being based on factors including:
- whether they work in their preferred location (in-person, hybrid, or remote)
- their age
- whether they live with a physical or cognitive, emotional, learning, or mental disability
- their job type or level
- their relationship with their managers or direct supervisors
- the level of mental health support provided by their employers
Without psychological safety, workers are more likely to worry about the changing workplace
More than 4 years after the Covid-19 pandemic upended the American workplace, workers are beginning to adjust to new norms. But workers who report a lower sense of psychological safety may be less prepared to handle this changing nature of work.
Workers who experience lower psychological safety are more likely to worry about job security because of their age and feel more comfortable working with their own age group than others, even as a rising retirement age leads to more intergenerational workforces.
Whether it is in person, remote, or a hybrid of the two, workers who experience lower psychological safety are less likely to report that they work in their preferred location. And they are more likely to report they don’t have enough flexibility at work to be able to keep their work life and personal life in balance.
Workers who experience lower psychological safety are more likely than those who experience higher psychological safety to worry that artificial intelligence (AI) may make some or all of their job duties obsolete in the future, and less likely to feel advancements in technology help them work more efficiently and accurately. They were also less likely to feel confident their employer will retrain them for a different job if their job duties are replaced by AI.
Recommendations
Workers who experience psychological safety in their workplaces tend to report much more positive experiences, including overall job satisfaction, relationships with colleagues, and fewer negative workplace outcomes, such as emotional exhaustion and workplace burnout. Employers should review the workplace practices associated with higher psychological safety, such as opportunities to give and receive feedback, employing well-trained managers, appropriately involving employees in decision making and goal setting, respect for time off, emphasizing skills over degrees, meeting-free days, and mental health days. And given the connection of psychological safety with ratings of performance and productivity, business leaders should consider that creating a work culture where team members can be themselves, speak up, and take risks, can in turn impact the bottom line.
