Amy Edmondson's research on psychological safety has transformed how organisations think about team performance. But what does psychological safety actually look like in a team where members come from vastly different cultural backgrounds?
Amy Edmondson's research on psychological safety has transformed how organisations think about team performance. But what does psychological safety actually look like in a team where members come from vastly different cultural backgrounds?
The answer is nuanced. In some cultures, openly disagreeing with a manager in a group setting would be unthinkable — not because people lack opinions, but because doing so would be seen as deeply disrespectful. In others, vigorous debate is a sign of engagement and respect.
Creating genuine psychological safety in diverse teams requires leaders to go beyond simply saying "everyone's voice matters." It requires actively creating multiple channels for input — written, one-on-one, anonymous — so that all team members can contribute in ways that feel safe for them.
It also requires leaders to notice and name dynamics when they occur: "I notice we haven't heard from everyone — let's make space for that." These small interventions, consistently applied, build trust over time.