In an increasingly complex and dynamic working environment, a crucial question arises: why do some teams thrive in an environment of openness and creativity, while others stagnate under uncertainty?
The answer lies in psychological safety – one of the most important success factors for high-performing and innovative teams. But what exactly does psychological safety mean, what neuroscientific findings are behind it and what practical steps can HR managers take to establish a trusting and productive corporate culture?
Psychological safety: the basis for trust and innovation
Psychological safety describes the trust within a team that individual opinions can be expressed without having to fear negative consequences. It is the basis for a willingness to experiment, learn and innovate. Companies with a high level of psychological safety benefit from committed employees, better decisions and an open error culture.
The term was popularised by scientific research, which showed that teams with high psychological safety are significantly more productive and creative, as they can address problems openly and solve them constructively.
The role of neurochemical processes for psychological safety
Our brain is evolutionarily programmed to recognise and avoid danger at an early stage. In an unsafe environment, it therefore automatically switches to an alarm mode that strongly influences our behaviour. When uncertainty arises, the brain activates the stress system, which leads to the release of hormones such as cortisol and adrenaline.
These biochemical processes help to increase our alertness in the short term, but can lead to exhaustion, limited focus and reduced performance in the long term.
Oxytocin (‘bonding hormone’) strengthens trust and cooperation
Teams with a high level of psychological safety have demonstrably higher oxytocin levels. Oxytocin promotes social bonding and increases the feeling of belonging.
Managers can specifically support this by creating an open, appreciative atmosphere in which employees feel safe to express ideas and opinions. Joint activities, transparent communication and a positive feedback culture can further increase the release of oxytocin and thus strengthen trust within the team.
Cortisol (‘stress hormone’) blocks rational thinking and decision-making ability
A toxic work culture in which employees are afraid of making mistakes leads to permanently elevated cortisol levels. This not only impairs well-being, but also cognitive performance. Chronic stress inhibits the prefrontal cortex – the region of the brain responsible for analytical thinking, decision-making and impulse control.
In such a state, people tend to act more impulsively, avoid risks and be less open to new ideas. A culture of psychological safety reduces the release of cortisol and thus promotes clear thinking, creative problem-solving and an open culture of error.
Dopamine (‘motivation hormone’) increases willingness to innovate
Dopamine plays a central role in motivation and the brain’s reward system. When successes are recognised and there is a positive error culture, the brain releases dopamine. This increases motivation, stimulates creative thought processes and strengthens employee commitment.
Managers can utilise this mechanism by specifically celebrating successes, giving constructive feedback and establishing a culture in which challenges are seen as opportunities.
Strategies to promote psychological safety
The good news is that psychological safety can be built up in a targeted manner. HR managers and executives play a central role in this.
- Promote open communication: Teams in which there is an open exchange are more resistant to uncertainty. Regular meetings in which even ‘difficult’ topics are discussed without fear of sanctions strengthen trust.
- See mistakes as a learning opportunity: A healthy error culture is essential. Employees should know that mistakes do not result in penalties, but are used as opportunities for improvement.
- Build trust by setting an example: Managers must set a good example. Anyone who shows insight and admits their own uncertainties signals to the team that it is safe to speak up too.
- Create clear structures: Especially in uncertain times, it helps to provide orientation. Transparent decisions, clear expectations and comprehensible processes reduce the feeling of stress and increase trust.
- Establish social support: The integration of peer support programmes, mentoring or regular check-ins promotes social security within the company.
HR as a driver of a culture of safety
HR managers play a crucial role in establishing psychological safety in organisations. They are not only responsible for developing and implementing strategies, but also for creating a corporate culture that promotes openness, trust and cooperation. This is achieved above all through targeted measures aimed at strengthening psychological safety in the long term.
One key aspect is management development. Training and courses on respectful communication help managers to build trust in their teams and create an atmosphere in which employees feel safe to contribute ideas and openly address mistakes. Structural adjustments are another important measure. These include transparent processes, effective feedback mechanisms and clear communication guidelines that reduce uncertainty and strengthen employees’ sense of security.
In addition to structural changes, targeted cultural work is also crucial. Programmes that aim to create an open and trusting working environment in the long term are essential for establishing a sustainable culture of psychological safety. These initiatives not only help to overcome existing challenges, but also promote a culture of innovation in which employees are willing to break new ground and develop creative solutions.
Conclusion: Psychological safety as a competitive advantage
Psychological safety is not a ‘nice-to-have’, but a decisive success factor. Teams that feel safe are more creative, resilient and efficient. HR managers have the opportunity to actively shape this change – by promoting strategies that strengthen trust and collaboration. Companies that make targeted investments in this area will not only be more innovative in the long term, but also more successful.
Online talk round ROTH INSTITUT- rexx systems
In cooperation with the ROTH INSTITUT, rexx systems offers a talk round on the topic ‘Psychological safety as a success factor: Why our brain needs trust – and how HR creates a culture of cooperation’ for HR managers and executives:
Friday, 04 April 2025 from 11:30 a.m. – 12:30 p.m.
About the author: Sebastian Herbst is Managing Director of the ROTH INSTITUTE, an experienced change and leadership expert, business administration graduate and lecturer at Bremen University of Applied Sciences.
Together with Prof. Dr. Dr. Gerhard Roth, he developed the idea of the ROTH INSTITUTE and translated scientific findings into practical concepts to sustainably strengthen managers and organisations.