How to Solve Problems by Building Psychological Safety in Teams
- Richard Keenlyside
- Apr 15
- 3 min read
TL;DR:
To solve complex problems and drive innovation, teams must feel psychologically safe. This article explores how leaders can foster a culture of openness, inclusion, and trust to unlock better collaboration and sharper ideas.
Creating a Culture of Psychological Safety to Solve Problems
In today’s complex and fast-paced work environment, simply having talent on board isn’t enough. The ability to solve problems effectively as a team comes down to more than skills — it’s about trust, openness, and the freedom to speak without fear. That’s where psychological safety steps in.
As someone who’s led global teams of 600+ professionals and delivered transformation across industries like retail, manufacturing, and logistics, I’ve seen firsthand how the absence of psychological safety can stall innovation and how its presence can elevate performance.
What Is Psychological Safety?
Psychological safety is a shared belief that the team is safe for interpersonal risk-taking. It’s the difference between someone voicing a bold idea versus staying silent out of fear of ridicule. Without it, even the most brilliant minds hesitate to contribute.
Amy Edmondson, a Harvard Business School professor, popularised this concept. Her research found that high-performing teams are not the ones who make fewer mistakes but the ones willing to admit and discuss them.
Why It Matters for Problem-Solving
Solving problems — especially complex, cross-functional ones — demands multiple perspectives. Psychological safety encourages open dialogue, diverse viewpoints, and creative tension, which in turn helps teams:
Challenge assumptions
Ask clarifying questions
Build upon each other’s ideas
Fail fast and learn quickly
Building Psychological Safety: A Leader’s Playbook
1. Model Vulnerability
Leaders must go first. Admit when you don’t know something or when you’ve made a mistake. It shows your team that imperfection is accepted — even valued.
2. Reward Curiosity and Questions
Create a culture where asking questions is celebrated, not punished. This encourages deeper understanding and prevents groupthink.
3. Address Microaggressions and Silence
Silence in meetings can be a red flag. Are team members holding back? Encourage participation from quieter voices, and ensure every contribution is acknowledged.
4. Build Trust Over Time
You can’t force psychological safety, but you can nurture it. Regular one-on-ones, anonymous feedback loops, and inclusive decision-making all contribute to a culture of safety.
Psychological Safety in Action: Lessons from the Field
At a recent client, a food manufacturer I advised, we implemented AI chatbots to support HR and finance functions. The success of this initiative wasn't just technical — it stemmed from cross-departmental collaboration fostered by psychological safety. Colleagues felt safe sharing where the pain points were, even if it meant admitting inefficiencies.
Similarly, during my work at the Co-Operative, aligning global teams around a £14M transformation meant having honest, uncomfortable conversations. Without psychological safety, these discussions would’ve stalled.
FAQs
Q: Can psychological safety be measured? Yes. Tools like Google’s Team Effectiveness framework or Edmondson’s survey can quantify psychological safety through indicators like openness and trust.
Q: What happens when psychological safety is missing? Teams become risk-averse, communication suffers, and innovation grinds to a halt. The result is groupthink and low morale.
Q: How long does it take to build psychological safety? It varies, but consistency in leadership behaviour, communication, and feedback mechanisms can accelerate the process.
Closing Thoughts
Psychological safety isn’t just a soft skill or a buzzword — it’s a competitive advantage. In my decades of leading technology and transformation, the best ideas didn’t always come from the top. They came from the floor, from the engineers, analysts, and operators who felt safe enough to share them.
To truly solve problems and move the needle, start by creating an environment where people feel safe to speak. The rest will follow.
Richard Keenlyside is the Global CIO for the LoneStar Group and a previous IT Director for J Sainsbury’s PLC.
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