When we increase psychological safety, we build stronger teams and workplace cultures where issues can be discussed openly, feedback is valued and people feel heard. Psychological safety is not just a concept — it’s a vital driver of success in healthcare teams.

In healthcare — where collaboration is essential, stakes are high and errors can have serious consequences. Ensuring psychological safety in your teams as they meet, discuss and make critical decisions is essential for safe, effective and high-quality care.

Research shows that teams who rate higher in psychological safety (as perceived by their members) demonstrate:

• Enhanced performance: safer teams consistently achieve better results
   
• Greater engagement: team members are more committed and connected
   
• Increased learning: psychological safety fosters continuous growth
   
• Improved collaboration: open dialogue and shared expertise drive innovation
   
• Better handling of errors: safer teams address mistakes effectively and prevent recurrence
   
• Stronger decision-making: teams engage in deeper discussions, leading to better planning and strategic thinking
   
• Improved retention: psychological safety reduces turnover and absenteeism, easing recruitment challenges

Leaders can use this knowledge and skillset to strengthen and support their teams.

Below are practical and realistic things leaders can do day-to-day to create more effective teams and foster a climate of psychological safety:

• Acknowledge that the work is complex and uncertain — and that finding the best course of action requires input from everyone as it’s worked out
   
• Acknowledge that mistakes and errors can happen (human error can never be ruled out) and that they can only be addressed, improved and learned from if they’re acknowledged and recorded
   
• Directly invite people to participate in meetings and discussions — by inviting everyone to take a turn, thanking them when they do and ensuring you genuinely listen and respond
   
• Ask powerful questions—questions that invite contribution (for example, something you’re genuinely curious about, don’t already have an answer to and that relates directly to improving the work)
   
• Listen and respond in ways that show you’re genuinely engaged and looking at how to use what was shared to make things better
   
• Don’t stigmatise or punish mistakes and risk-taking — start talking about them as learning opportunities: what does this mean for what’s next, and how do we make sure we’re better prepared next time? (Note: clear violations should still be called out and addressed)
   
• Ask for feedback — this is a powerful way to promote engagement and help people feel safe to contribute. Ask directly what people think and let them know they can share anytime, and through other channels (like one-to-one or email if that’s easier)

These actions help build and sustain psychological safety. In doing so, they create a culture that supports open communication and effective collaboration — both protective factors that reduce psychosocial risk.

In summary

When we increase psychological safety, we create team environments where people can speak up, contribute and feel valued. It helps shape strong, collaborative cultures where issues can be raised and addressed.

Importantly, psychological safety gives leaders a practical toolkit for reducing psychosocial hazards like low job control, lack of role clarity, bullying and harassment. When we strengthen teams and the quality of their interactions, we build the foundations of a strong culture — and a real antidote to risk.

New Professional development program – open for enrolments

AMA Victoria’s new 1:1 professional development program ‘Creating Psychological Safety at Work’ is now open for enrolment. Designed specifically for doctor’s keen to cultivate an inclusive, healthy and safe workplace culture this program offers a practical, skills-based approaches that you can implement immediately into your current context. Click here for more information or to enrol.

References and further resources

Resources on Psychological safety:

• Leadership insight #1 / 2025: The business case for our new psychological safety CPD offering
• Leadership insight #2 / 2025: Leading with balance
• Leadership insight #3 / 2025: From challenges to growth: How leadership coaching supports doctors
• Leadership insight #4 / 2025: Having a plan for your leadership work
• Leadership insight #5 / 2025: Psychosocial risk and psychological safety: Different but related terms

Resources on Psychological risk:

• New Psychosocial Code of Practice | AMA
• Psychosocial hazards | SafeWork
• The effects of work-related stress | WorkSafe

The goal of these short 'Leadership Insights' is to share key concepts and ideas on effective leadership, along with practical tips for applying them in your own context. Members, look for a new insight every two weeks in the Check-up.

Dr Anna Clark (PhD) is AMAV's leadership consultant, coach and educator, currently offering individual coaching for doctors and directing AMA Victoria’s professional development programs in leadership, the Emerging Leader Program and Middle Leader Program.

If you are navigating a leadership challenge and would like to speak with one of our leadership coaches, schedule a Leader Check-In, an exclusive benefit for AMA Victoria members.