Key Characteristic #2: Trust & Psychological Safety
A team cannot function effectively without trust. Trust is the foundation of collaboration, allowing team members to share ideas, take risks, and rely on each other. However, trust alone is not enough—teams also need psychological safety, which ensures that individuals feel safe to speak up without fear of embarrassment or negative consequences (Edmondson, 1999).
What Is Psychological Safety?
Psychological safety refers to an environment where team members feel comfortable expressing opinions, asking questions, and making mistakes without fear of ridicule or punishment. Research by Edmondson (1999) found that teams with high psychological safety were more innovative and effective because members felt empowered to share ideas and learn from failures.
The Relationship Between Trust and Psychological Safety
While trust is often thought of as an interpersonal bond between individuals, psychological safety is a group-level dynamic (Newman, Donohue, & Eva, 2017). A team can have trust between individuals but still lack psychological safety if the group culture discourages openness.
High-functioning teams foster both:
Trust allows members to believe in each other’s reliability and good intentions.
Psychological safety ensures that team members feel safe to contribute ideas, challenge assumptions, and admit mistakes without fear of retribution.
When both are present, teams experience higher engagement, creativity, and problem-solving capabilities (Frazier, Fainshmidt, Klinger, Pezeshkan, & Vracheva, 2017).
How to Build Trust and Psychological Safety in a Team
Encourage Open Dialogue
Leaders and team members should model vulnerability by admitting mistakes and seeking feedback.
Example: A team leader might say, “I made an error in my report—thank you for catching that. Let’s fix it together.”
This signals that mistakes are learning opportunities, not failures.
Assume Good Intentions
When conflicts arise, approach conversations with goodwill rather than defensiveness.
Instead of assuming a teammate’s mistake was due to negligence, ask, “What challenges were you facing?”
Create a No-Blame Culture
Shift from pointing fingers to problem-solving.
Research shows that teams that frame failures as learning experiences rather than personal shortcomings perform better (Carmeli, Brueller, & Dutton, 2009).
Recognize and Value Contributions
Publicly acknowledge contributions to reinforce a culture of appreciation and respect.
A simple “I really appreciate your insights on this project” can strengthen trust.
Example: Trust & Psychological Safety in an Educational Context
Imagine a team of school administrators working on a new student support initiative. In a high-functioning team, members feel safe to raise concerns, propose new ideas, and admit when they need help. If a principal suggests an approach that others feel may not work, team members do not hesitate to share their perspectives—knowing their input will be valued, not dismissed.
In contrast, in a low-functioning team, members might stay silent out of fear of being judged or ignored. This leads to poor decision-making, disengagement, and frustration.
Why Trust & Psychological Safety Matter
Studies show that organizations with high psychological safety have stronger collaboration, lower turnover rates, and higher performance (Edmondson & Lei, 2014). When teams trust each other and feel safe to speak up, they innovate faster, solve problems more effectively, and create a positive work environment.
By prioritizing trust and psychological safety, teams empower their members, improve communication, and drive success.