Psychological Safety to Support Inclusivity

Blog, Wellness

By Lauren Gant, PhD, CPE, WELL AP

Inclusive Design is a prerequisite to creating spaces where diverse groups of individuals can work, collaborate, and navigate easily. We have been working to understand how the built environment can be thoughtfully constructed to support many kinds of diversity, including neurodiversity, physical diversity, and trauma-related experiences

However, the ability to be physically present in a space is not sufficient to support diversity, equity, inclusion, and belonging (DEIB). A perceived sense of cultural, social, and inter-personal safety is also critical. Psychological safety is required to create environments where a diverse group of individuals feel safe, included, and empowered.

Psychological safety is an individual’s perception and individual, internalized assessment of their immediate surroundings¹.

Psychological safety is essential to the creation of an environment that holistically supports employee health and wellness. Additionally, environments in which individuals feel safe, supported, and seen aid in collaboration, productivity, and workplace satisfaction². This concept of psychological safety is highly relevant as we strive to create spaces and environments where that fully consider a diverse array of humans: psychically and mentally; at home and at work; now and into the uncertain future.

This article will outline the essential stages of psychological safety and how each relates to fostering inclusivity.

Stages of Psychological Safety

In order to completely consider psychological safety, individuals need to experience three truths:

1. My concerns are addressed and I feel safe.
2. We belong and feel known and supported.
3. We thrive in an ecosystem of inclusion and empowerment.

These three stages can be stacked to form a pyramid, not dissimilar to the Hierarchy of Needs proposed by Maslow (see image). Here, we propose that individuals need to fully acquire the feelings of safety outlined in lower levels of the pyramid before the benefits upper levels can be realized. Without fully establishing the foundational stages, skipping to the top levels is likely to feel disingenuous or performative.

My concerns are addressed, and I feel safe

“I am safe”

This primary level of the psychological safety pyramid is related to physical and mental safety. Employees need to trust that their physical work environment, work protocols, and workplace culture are fostering health.

This stage of psychological safety was on the top of mind for most, as we imagined what work (especially collaborative, in-person work) would look like in a post-covid world. We wondered if we would understand masking and physical distance protocols, how the air filters were maintained, and whether remote work would be supported. Since that time, however, have expanded our understanding of an individual’s sense of safety, and how and individual’s internal experience of safety can inked to individual, systematic, and environmental experiences.

Our tactical considerations to convey a sense of safety may include (but are not limited to) the following:

• Considerations for neurodiversity
• Trauma-informed design considerations
• Analysis of the space to allow individuals with different physical abilities to navigate and utilize products
• Perceived encouragement to freely use collaborative, non-dedicated space and the products within, without concern that those in the space are seen as unproductive
• Communication of the resource(s) that are being used to make decisions about safety (e.g. CDC guidelines, ADA guidelines).

We belong, and feel known and supported

“I am supported”

Uncertainty seems to be the only certainty. Beyond their physical health, employees may feel anxious about their ability to maintain their position in the organization in economic uncertainty, to be considered a productive contributor by their peers and leaders as roles shift, and to continue to support themselves and their families in a changing environment. This second stage of psychological safety is about employees perceiving that they are supported by their team, their manager, and the company at large.

Obviously, employers cannot guarantee anything in this climate, or any, for that matter. What companies can do, however, is provide employees with a sense that decisions are not being made in an impulsive or arbitrary method. Two- way, thoughtful, and intentional communication can be effective in reducing stress and apprehension for employees.

Considerations for psychological safety related to percieved support include (but are not limited to) the following:

• Clear understanding of the health resources that are provided to employee and dependents (e.g. insurance, telehealth, psychological support)
• Communication of flexible work options. Defining when employees are encouraged or able to work from home when needed.
• Fostering a culture of trust where managers and team members trust that work is being done as expected, and that employees trust that their managers are acting as sponsors for them when appropriate. Continued communication will be necessary to support and sustain.
• Transparency about decision making processes, modifications, and the current understanding of the path forward will allow employees to believe that future change will not send them or their company into a tailspin. Building peace of mind for employees to trust that their company is agile enough to respond to upcoming changes and unforeseen crises.

We thrive in an ecosystem of inclusion and empowerment

“I am seen”

The third and final stage (and the ultimate goal) of psychological safety is to thrive in an ecosystem of inclusion and empowerment. Employees need to feel comfortable voicing their opinions, ideas, and concerns. We must trust that we are not going to be judged, belittled, embarrassed, or penalized for ideas that are genuinely made with intent to contribute, progress, or improve. To feel heard is to feel seen. We must feel that we are heard in order to feel open to becoming a valuable contributor and meaningful participant among our peers and leaders.

Feeling safe enough to express ideas, fears, and vulnerability is one will be beneficial in this evolving climate. And, building a culture of acceptance in this realm will also foster collaboration, innovation, and learning³.

Considerations for psychological safety related to feeling seen include (but are not limited to) the following:

• Trust that employees can communicate discomfort or concerns with all levels of the organization, in an appropriate way,
• Fostering a culture that should support ideas and suggestions openly. Employees should be able to be vulnerable to express thoughts that are outside of the standard way of operating (e.g. off-brand, new techniques, innovative approaches).
• Employees should not be fearful to take risks in a responsible way. Failing should not be punished when the effort was made honestly, within the bounds of policy, and with the intention to meet organizational goals

Psychological safety in the uncertain future

The importance of psychosocial safety is something that we may only be beginning to fully understand. Regardless of where we stand currently on the pyramid of psychological safety, it is important that we commit to a continual examination of how our spaces, our culture, and our policy supports and welcomes diversity.

Regular assessment of our strategies, and our biases, in supporting each of these stages can offer progress toward providing a safe and productive, and ultimately empowering workplace.

Explore More

Inclusive Design

Sources: