Why Psychological Safety is Non-Negotiable
In the high-pressure world of healthcare, every decision, every interaction, can have profound consequences. While clinical expertise and cutting-edge technology are vital, there’s a less tangible yet equally critical element that underpins quality care, staff well-being, and continuous improvement: psychological safety.
Psychological safety, as defined by pioneering researcher Amy Edmondson, is a shared belief held by members of a team that the team is safe for interpersonal risk-taking1 (Edmondson, 1999). In essence, it’s about feeling comfortable speaking up with ideas, questions, concerns, or even mistakes, without fear of embarrassment, retribution, or professional detriment.
In a healthcare setting, the absence of psychological safety can have dire consequences. Staff may hesitate to question a senior colleague’s decision, report a near miss, or voice concerns about workload or procedures. This silence can be a significant barrier to identifying potential risks and learning from incidents, ultimately impacting patient safety.
Openness and Learning
Conversely, a psychologically safe environment fosters a culture of openness and learning. When staff feel safe to speak up, incidents and near misses are more likely to be reported and discussed openly. This allows teams to analyse what happened, understand the contributing factors, and implement changes to prevent recurrence. It transforms potential failures into valuable learning opportunities, driving continuous improvement in patient care and operational processes. Research has consistently shown a strong link between psychological safety and improved team performance, learning, and error reporting in healthcare settings (Edmondson, 2012; Edmondson & Lei, 2014). A systematic review by Okuyama et al. (2014) highlighted that psychological safety is a key characteristic of high-performing healthcare teams, enabling effective communication and collaboration essential for patient safety.
Developing such an environment requires a conscious and consistent effort to build positive, healthy relationships at all levels of the organisation. This is where the work of organisations like JL Academy, in partnership with Timian Learning and Development, becomes invaluable.
Partnerships
JL Academy, a proud partner of Timian Learning and Development, focuses on crucial areas like communication and debriefing. These skills are fundamental to building trust and rapport among healthcare professionals. Effective communication ensures that information is shared accurately and respectfully, reducing misunderstandings and fostering a sense of being heard and valued. Debriefing after incidents, when conducted in a psychologically safe manner, allows teams to process events, share perspectives, identify lessons learned, and heal, without resorting to blame.
James Hourihan, the Managing Director of JL Academy and the founder of Timian Learning and Development, plays a key role in championing this approach. With extensive experience in positive behaviour management and crisis prevention, James understands the critical link between how individuals are supported and their ability to function effectively and safely, particularly in challenging situations. His expertise, delivered through Timian’s established programmes and JL Academy’s specialised training, equips healthcare professionals with the skills to de-escalate difficult interactions, understand the underlying reasons for behaviour, and build relationships based on mutual respect and understanding. This foundational work in communication, debriefing, and positive interaction directly contributes to creating the conditions necessary for psychological safety to flourish in healthcare teams.
Focus on Developing Skills
By focusing on developing these core relational skills, JL Academy, in partnership with Timian Learning and Development and guided by the expertise of James Hourihan, helps to cultivate workplaces where staff feel empowered to communicate openly, learn from experiences (even challenging ones), and build strong, trusting relationships. This, in turn, strengthens psychological safety, leading to a more resilient workforce, improved incident reporting and analysis, and ultimately, safer and more compassionate care for patients.
In conclusion, psychological safety is not a ‘nice-to-have’ in healthcare; it is a fundamental requirement for a high-performing, learning-oriented organisation. By prioritising the development of positive relationships through effective communication and debriefing, as championed by JL Academy in partnership with Timian Learning and Development and the work of James Hourihan, healthcare institutions can build the trust and openness necessary to navigate challenges, learn from incidents, and provide the best possible care.
References
Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
Edmondson, A.2 C. (2012). Teaming: How organizations learn, innovate, and compete in the knowledge economy. John Wiley & Sons.
Edmondson,3 A. C., & Lei, Z. (2014). Psychological safety: The history, evidence, and future of an interpersonal construct. Annual Review of Organizational Psychology and Organizational Behavior, 1, 23-43.4
Okuyama, A., Wagner, C., & Bijnen, B. (2014). Psychological safety in healthcare teams: A systematic review. BMJ Quality & Safety, 23(5), 359-364.
