The Hidden Advantage of High-Performing Teams: Psychological Safety

We often think high-performing teams are fearless, but the truth is, they’re safe.

Research from Harvard’s Amy Edmondson and Google’s Project Aristotle both point to the same conclusion: psychological safety is the strongest predictor of team success. 

Here’s what that really means for leaders and four simple ways to build it. 

The best teams aren’t the ones with the most talent — they’re the ones where people feel safe enough to say something that might be wrong. 

Harvard researcher Amy Edmondson discovered this while studying hospital teams. The highest-performing units didn’t make fewer mistakes, they reported more of them. Team members spoke up about errors early, which allowed them to fix problems faster. Open communication leading to stronger performance became the foundation of what we now call psychological safety. 

Years later, Google’s Project Aristotle confirmed Edmondson’s findings on a global scale. After studying hundreds of teams, Google found that psychological safety was the single biggest factor distinguishing high-performing teams. Not experience, not education, not workload, but safety. 

What Psychological Safety Looks Like 

Psychological safety doesn’t mean lowering standards or avoiding tough conversations. It means people trust they won’t be punished, ignored, or embarrassed for asking a question, admitting a mistake, or offering a new idea. 

In Edmondson’s model, the most effective teams balance high standards with high safety. Without that balance, teams either stay silent (fear) or disengage (complacency). 

How Leaders Can Build Psychological Safety 

Creating psychological safety doesn’t require a sweeping culture initiative, just small, consistent behaviors that build trust and openness over time: 

1. Ask real questions. Replace “Any questions?” with “What might I be missing?” or “What’s a concern we haven’t talked about yet?” 
2. Model fallibility. When leaders admit they don’t have all the answers, others feel safe to do the same. 
3. Reward honesty, not just outcomes. Thank people for raising issues or sharing dissenting views — especially when it’s uncomfortable. 
4. Listen longer. When someone takes a risk to speak up, resist the urge to explain or defend. Just listen, and thank them for the courage to share. 

The best leaders don’t create teams that never make mistakes.They create teams that speak up, learn fast, and recover stronger. 

References 

Edmondson, A. C. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383. 
Google re:Work. (n.d.). The five keys to a successful Google team. Retrieved from https://rework.withgoogle.com/