Fostering psychological safety isn’t enough if managers don’t pay particular attention to creating conditions for healthy debate.
Innovation flourishes when people on a team openly debate and disagree. The question is how to get them to speak their minds, particularly when it means challenging their leaders or acknowledged experts. Some management experts argue that the best way to get people to speak up is to create psychological safety — an atmosphere described by Harvard professor Amy Edmondson as one in which “people feel accepted and comfortable sharing concerns and mistakes without fear of embarrassment or retribution.”1
