Promoting innovation and creativity through psychological safety
- Aurelia Hack
- Dec 3
- 6 min read
Reading time: approx. 6–8 minutes
In modern companies, creativity is often portrayed as the result of individual genius—as something that arises in isolation. But the reality is different: Innovation flourishes in teams where people feel safe sharing their thoughts, even if those thoughts are incomplete, provocative, or risky.
Psychological safety is not just a soft value, but a strategic driver of innovation.
When colleagues can speak without fear of embarrassment or rejection, new ideas, deeper learning, and genuine collaboration emerge.
At the same time, this safe environment is a significant protective factor for mental health: it provides stability when pressure and uncertainty increase.
Why psychological safety is the lever for innovation
1. Psychological safety strengthens risk-taking behavior in thinking.
Innovation starts with small risks – and people need to feel that such risks are allowed.
Amy C. Edmondson coined this term back in 1999 when she showed that teams with psychological safety are more willing to openly admit mistakes and contribute incomplete ideas.
When employees know they won't be exposed for their contributions, creative "leaps" emerge that would otherwise not be dared.
2. Security enables diversity – and thus true creativity.
Diversity only unfolds its power in a climate where disagreement is not punished but valued.
In a highly diverse work group (e.g., different disciplines, age groups, and ways of thinking), a study by Bresman & Edmondson (2022) showed that psychological safety strongly moderates the relationship between diversity and team performance. In safe environments, the potential of diverse perspectives can be fully realized.
Without security, diversity often remains underutilized – the gain in creativity is wasted.
3. Psychological safety promotes collective learning
Innovation is not a one-off flash of inspiration, but a continuous learning process – and this process needs a secure foundation.
According to a review by Edmondson & Bransby (2023) in the Annual Review of Organizational Psychology and Organizational Behavior, teams with high psychological safety reflect more, adapt faster, and develop more stable, creative solutions.
This continuous learning is the driving force behind sustainable innovation .
In such a climate, mistakes are not concealed, but actively used as a learning opportunity.
Importance for mental health and motivation
When people feel safe, the psychological burden decreases – and energy flows into creativity instead of self-protection.
Studies show that psychological safety is associated with reduced stress, a greater sense of belonging, and stronger intrinsic motivation.
For example, a paper by Bachmann & Quispe Bravo (2021) describes how supportive practices, learning orientation and constructive relationships can reduce psychological stress.
Furthermore, psychological safety addresses an important source of “thriving at work”: When people grow, learn and feel a sense of belonging, their motivation and resilience increase.
Three levers to anchor psychological safety for innovation within a team
Here are three levers – one each for managers and employees , because true security requires both perspectives.
Lever 1: Create communication spaces where courage is welcome
Communication is key: When the space is designed in such a way that risk is allowed, true innovation begins.
For managers
Modeling openness
Share your own insecurities and mistakes openly with the team. Show that you're not perfect. Research on motivating language shows that leaders foster innovation through encouragement and transparency.
Example: “I have this idea, but I’m not sure if it will work – what do you think?”
Ask exploratory questions
Ask questions that don't judge, but explore: "What seemingly crazy idea could that be?", "What if we do it completely differently?"
Such questions signal: There is room here for unfinished business, for thoughts that have not yet been hatched.
Establish safety standards
Agree on normative statements within the team, such as: "Incomplete thoughts are welcome", "Mistakes are discussed, not punished".
Such clear norms help to make shared risk-taking in language and idea normal.
For employees
Share ideas early
Don't wait for perfectly developed ideas – include sketches, half-baked ideas, or concept fragments. This early division gives the team the opportunity to develop and improve together.
Actively use Curiosity
Ask your own questions, even if they seem risky: "What happens if we don't do this?", "What alternative paths do you see?"
Questions are not a sign of uncertainty, but of collaboration.
Designing feedback as a dialogue
When you receive or give feedback, take your time and ask questions like "Why do you think that way?" or "Where do you see potential?"
This dialogue is not just about expressing criticism, but about learning together.
Lever 2: Redefining a culture of error – from culprit to learner
Mistakes are not only inevitable, but valuable. Those who understand this transform setbacks into opportunities for innovation.
For managers
Establish learning rituals
Introduce regular reflection meetings: e.g., weekly “mini-retrospectives” in which the team openly discusses challenges, surprises, and learning points.
These rituals structure continuous reflection and make learning visible.
Making mistakes visible and destigmatizing them
Your willingness to talk about your own mistakes is a strong signal: you are showing that security is not a weakness.
According to Edmondson's research , such exemplary actions are essential for admitting mistakes within the team to become legitimate.
Separating results from the learning process
Emphasize that not every idea has to be successful immediately, but that what is gained often lies in the learning – not in the immediate outcome.
This creates a mentally safe environment where employees can experiment without fear of judgment.
For employees
Understanding errors as inputs
Ask yourself: “What does this setback tell me?” – not “What did I do wrong?”
By understanding mistakes as data points, you shift the focus from self-blame to systemic learning.
Dare to experiment a little
Work with prototypes: sketch out ideas, test partial aspects, iterate in small increments. This minimizes risk but maximizes learning.
This approach makes innovation tangible and reduces the fear of big, risky leaps.
Actively shaping a learning culture
Share your insights with the team: "Here's what I learned from this experiment – and here's my next step."
When many employees think this way, a culture of continuous growth emerges.
Lever 3: Enabling participation – Innovation as a collective project
Innovation is rarely a solo stunt. It usually arises when different voices are brought together – and for that, safe spaces for participation are needed.
For managers
Create participatory decision-making processes
Actively invite team members to participate in strategic or creative decisions. Research (e.g., Baer & Frese, 2003) shows that participation strongly promotes innovation and engagement.
When people feel that their ideas have an impact, their commitment increases.
Promote interfaces
Organize exchange between departments, functions, or hierarchical levels. Innovation often happens at the margins: when different perspectives collide, novel solutions emerge.
Such interdisciplinary formats (e.g., innovation workshops, cross-team dialogues) create bridges and understanding.
Measuring and developing psychological safety
Use validated instruments, such as Edmondson's 7-item scale, to regularly evaluate the sense of safety within the team. Research shows that such measurements uncover important blind spots.
Use the results to develop and implement targeted interventions.
For employees
Proactively seek connection
Ask colleagues from other teams for their perspectives: "How would you approach this problem?"
This openness strengthens the exchange and brings fresh ideas into play.
Promote co-creation
If you have a suggestion, seek out co-creators: colleagues who can help you develop it further.
Partnerships generate more robust and diverse ideas than working alone in isolation.
Taking on shared responsibility for culture
Be an expression of psychological safety: Encourage others to speak up, praise courage, and ask critical questions yourself. Your attitude contributes to the formation of norms.
This creates an environment in which safety and creativity grow together.
Conclusion:
Psychological safety is not a soft management term, but an essential building block for innovation. It enables teams to express their best ideas, take risks, and learn together – without fear.
For companies that want not just short-term ideas, but long-term cultural transformation, this is an indispensable lever.
At the same time, this safe environment protects mental health: It reduces stress, promotes belonging and makes intrinsic motivation possible.
If you want to create a climate in your company where psychological safety is not just a concept, but a lived reality, then let's talk.
I support executives and teams with keynotes, workshops and consulting formats that are well-founded, practical and transformative.
💭 Reflection questions to take away:
Where in the team is there already psychological safety – and where is it still lacking?
How can I personally contribute to the safety of the team?
What concrete steps can I take this week to make ideas and mistakes visible as learning opportunities?
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