Fear inhibits learning.

Psychological safety enables people on different sides of a conflict to speak candidly about what's bothering them.

In a psychologically safe climate, people will offer ideas and voice their concerns regardless of whether they tend toward introversion or extroversion.

Exhorting people to speak up because it's the right thing to do relies on an ethical argument but is not a strategy for ensuring good outcomes. Insisting on acts of courage puts the onus on individuals without creating the conditions where the expectation is likely to be met.

Three interrelated practices help create psychological safety – setting the stage, inviting participation, and responding productively.

When people believe their performance is an indication of their ability or intelligence, they are less likely to take risks – for fear of a result that would disconfirm their ability. But when people believe that performance reflects effort and good strategy, they are eager to try new things and willing to persevere despite adversity and failure.

flourishing organizations where leaders have created the conditions to make listening and speaking up the norm, not the exception. In these fearless workplaces, it's far less likely that employees will refrain from sharing valuable information, insights, or questions and far more likely that leaders will listen to rather than dismiss bad news or

is that psychological safety must be paired with discipline to achieve optimal results efficiently.

talented individuals is not enough. They have to be able to work well together.