Design Teams Need Psychological Safety: Here’s How to Create It

Key Insights

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  Psychological safety is a neurobiological state governed by the autonomic nervous system, reflecting connection and calm.

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  Trust and safety differ: safety is a nervous system state, while trust is about relational dynamics.

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  Our nervous system moves up and down the 'autonomic ladder' from safe to mobilized (fight/flight) to immobilized (shutdown), impacting thinking and behavior.

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  Triggers at work like unexpected meetings, criticism, and toxic vulnerability can push people down the ladder, impairing performance.

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  Google’s Project Aristotle found psychological safety, not individual talent, is the key driver of effective, high-performing teams.

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  Creating safety requires explicit conversations about what makes individuals feel safe and crafting specific, observable team agreements.

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  Connection and co-regulation with others help individuals move back up the autonomic ladder after being triggered.

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  Safety includes protections, especially for marginalized groups who face greater systemic risks impacting their ability to be vulnerable.

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  Remote work amplifies existing culture; good cultures adapt and maintain safety remotely, toxic cultures worsen.

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  Leadership accountability and willingness to acknowledge mistakes are vital to rebuilding trust and psychological safety after breaches.

Notable Quotes