The 4 Stages of Psychological Safety Summary

True innovation begins with an environment where it's safe to fail—and even safer to speak up.

1. Inclusion is the Foundation of Psychological Safety

Creating a space where people feel unconditionally included is the first step to building psychological safety. Every member of the team must feel respected just by virtue of being human. This sense of belonging sets the stage for a collaborative and positive environment. Leaders need to recognize that inclusion cannot be granted selectively at the start—it has to be universal and intentional.

However, many workplaces fail at inclusion because of biases. These biases often stem from insecurities or unconscious prejudice. For example, certain people might be excluded because they don't conform to group norms or because leaders unconsciously value assertiveness over quiet contributions. This dynamic breeds division and defensiveness rather than trust and unity.

Timothy R. Clark illustrates this with his experience managing a steel plant. Teams at the plant all individually claimed superiority over other departments, leading to unhealthy competition, isolation, and lost productivity. This divide was fueled by a culture of exclusion that reinforced "us versus them" mentalities. Breaking down these walls starts with suspending judgment and consciously including everyone.

Examples

• Managers ensuring every team member is heard during brainstorming sessions.
• A teacher setting ground rules on respect in class to prevent exclusion.
• Leaders actively addressing their own unconscious biases with awareness training.

2. Learning Requires an Accepting and Safe Environment

The second level of psychological safety is the safety to learn. New experiences, by nature, involve vulnerability which can feel uncomfortable or risky. Leaders have the power to turn this discomfort into a supportive learning opportunity, erasing the stigma of failure and redefining mistakes as stepping stones to growth.

An environment suffused with fear can paralyze learning. Employees might hold back questions, avoid taking risks, and stay silent during discussions. Clark draws inspiration from Craig B. Smith, a calculus teacher who reframed failure as a positive sign of effort. Smith rewarded his students for participation and risk-taking, focusing on their willingness to engage rather than just their accuracy.

In a corporate setting, the hesitation to speak up due to fear of criticism can stifle creativity. Building learner safety means valuing experimentation and even applauding mistakes that lead to discovery. This reduces stress and fosters curiosity across teams.

Examples

• A classroom teacher providing points for participation, even if answers are incorrect.
• A manager rewarding team members for innovative proposals—even if the ideas don't work out.
• A product design team conducting low-stakes testing groups to encourage bold iterations.

3. Contribution Must Be Earned Without Fear of Micromanagement

Contributor safety is about ensuring that people feel safe to contribute to their fullest capacity. However, this requires a fair exchange—team members must earn this safety by proving their ability to perform. At the same time, leaders should avoid over-gatekeeping because withholding responsibilities can demotivate employees and stunt their growth.

This balance can be difficult for leaders. Giving new contributors too much responsibility too soon can lead to overwhelming failures. Conversely, failing to provide opportunities ruins morale. Clark suggests that leaders should get to know their employees' strengths, actively engage in listening to them, and create collaborative environments where team roles mesh comfortably.

For instance, a micromanaging boss might stifle creativity, while a disconnected leader could misjudge team readiness. Leaders need to combine awareness of individual abilities with a readiness to take calculated risks, granting their team members the chance to shine.

Examples

• A sports coach rotating players in all positions during practice to identify potential.
• A project manager assigning small yet impactful tasks to newer team members as a test of trust.
• A CEO actively involving junior employees in strategic decisions to develop their confidence.

4. Challenging the Status Quo Demands Psychological Safety

To truly innovate, organizations must create environments where team members feel safe enough to challenge established norms. This is what Clark calls "challenger safety." Without it, people with critical insights might remain silent, fearing repercussions for speaking against authority or tradition.

Innovation requires rethinking old rules and questioning outdated ideas. However, many organizations prioritize certainty and routine over new ideas. Leaders can help mitigate this fear by fostering cultures of open dialogue. For example, organizations like NASA incorporate "tiger teams" to deeply analyze weaknesses in sensitive projects, encouraging critical feedback.

Assigning roles for dissent is another effective strategy. If individuals are specifically tasked with finding flaws or providing "opposing views," it normalizes constructive criticism. This practice helps dismantle the power imbalances that inhibit communication and gives everyone a voice.

Examples

• An IT company employing hackers to stress-test its systems for vulnerabilities.
• Teams at NASA dedicated to failure analysis for spacecraft reliability.
• A director encouraging staff to anonymously share feedback about company inefficiencies.

5. Inclusion Begins with Examining Bias

When leaders choose to include or exclude certain individuals, it often reflects hidden biases. This exclusion is not always malicious; it usually comes from unexamined assumptions or stereotypes about others. These biases shape who is given the chance to succeed or fail.

Leaders who ignore these biases perpetuate environments where only a select "in-group" thrives, while others feel alienated. For example, women or minority groups may be excluded from key discussions because unconsciously, their ideas are perceived as less valuable. Overcoming bias requires intentional efforts to treat everyone with foundational respect.

Self-awareness is critical to this process. Leaders can ask themselves questions, reflect on their decisions, and even seek feedback from peers to identify blind spots. Simply noticing bias is the first step toward reducing its impact.

Examples

• A recruitment manager evaluating resumes blindly to avoid cultural or gender bias.
• A chef encouraging shy cooks to present ideas during menu planning.
• A teacher welcoming students with diverse backgrounds to share projects about their heritage.

6. Failure Should Be Used as a Learning Mechanism

The stigma attached to making mistakes often hinders creativity and success. Redefining failure can create a world of possibility. Instead of associating mistakes with punishment, organizations should celebrate them for the lessons they reveal.

Clark discusses a calculus class where students were rewarded for participation—even if their answers were incorrect. The philosophy was that effort and engagement were more valuable than unproductive perfectionism. This mindset propelled leaps in learning outcomes and long-term confidence among students.

In organizations, leaders must embody this philosophy. For example, Google has famously emphasized the importance of failure, crediting major breakthroughs to experiments that initially failed. Leaders should follow Google's lead to design systems that encourage taking bold, calculated risks.

Examples

• A teacher asking students to explain their failures and how they’ll improve next time.
• Success teams at Google reviewing failed projects openly for nuggets of progress.
• A startup comparing failed prototypes to finalize a great product iteration.

7. Everyone Thrives When Roles Are Expanded

Once employees or teammates feel a baseline level of trust, leaders can empower them to think strategically beyond their narrow responsibilities. Encouraging collaboration across roles elevates the organization’s overall creativity and problem-solving ability.

Clark recommends breaking the routine by including employees in discussions about company direction, long-term goals, and challenges outside their immediate tasks. This makes employees feel valued and invested in the larger mission. Additionally, these broadened roles can often unearth hidden talents within the workforce.

For instance, a software engineer might bring customer insights because of their technical support background. Giving people room to explore unconventional roles ensures that organizations tap into the full scope of ideas and capabilities available.

Examples

• Rotating employees through development and marketing projects for cross-functional insight.
• Bringing junior employees to boardroom meetings for wider exposure.
• A sports coach letting players plan their own drills to foster ownership.

8. Critical Feedback Needs Safe Delivery Channels

In thriving organizations, critical feedback flows without barriers. Leaders should work hard to open transparent lines of communication while ensuring people feel safe to provide constructive criticism. Systems that encourage feedback eliminate unnecessary fear and mistrust.

Anonymous surveys, open-door feedback policies, and team-wide review sessions foster psychological safety. As trust builds, members can share honest thoughts without fearing retaliation. This creates a setting in which both individuals and the team as a whole can excel.

Clark emphasizes the importance of small gestures to dismantle hierarchy. Even a manager walking over to a team member’s desk rather than summoning them for meetings creates psychological parity and trust.

Examples

• Teamwide anonymous feedback systems regularly circulated.
• Leaders hosting roundtable discussions where all viewpoints are welcomed.
• Open-door "office hours" with an emphasis on constructive suggestion-sharing.

9. Neurodivergence Requires Extra Sensitivity

Not all team members interpret safety in the same way. Neurodivergent individuals, like those with autism or ADHD, may process stress or criticism differently than their neurotypical peers. Leaders need to recognize and accommodate these differences.

Clark discusses how heightened sensitivities among certain people can amplify perceived threats in unsafe environments. Tailored feedback systems, clear communication, and quieter spaces can make a significant difference in creating inclusion within this group.

By fostering flexibility and understanding, workplaces will unlock the potential of neurodiverse employees. This approach not only helps the individuals but also builds richer, more collaborative teams.

Examples

• Offering flexible work arrangements or quiet workspaces.
• Training managers to better understand neurodivergent perspectives.
• Designing clear performance metrics to reduce ambiguity for all team members.

Takeaways

1. Regularly evaluate your biases to ensure all members feel respected and included.
2. Create team structures that reward risk-taking and celebrate learning from mistakes.
3. Promote collaboration by encouraging employees to engage outside of their defined roles.