Zooming in on Psychological Safety in Virtual Teams

Psychological safety, as defined by Harvard Business School professor Amy Edmondson, is "a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes."³ This concept is crucial in various settings, especially in workplaces where it promotes an environment of open communication, innovation, and collaboration.

When psychological safety is encouraged in office settings, it allows team members to express themselves without fear of negative consequences. It is an essential element for team dynamics, contributing to higher levels of engagement, motivation, and performance. Psychological safety is particularly important in group settings as it inspires…⁴

1. Empowerment: Employees who feel psychologically safe are more likely to take initiative and make decisions that can benefit the team and the organization as a whole.
2. Innovation: A safe environment encourages creative thinking and the sharing of novel ideas without fear of criticism or retribution.
3. Learning: Teams with high psychological safety are more open to learning from mistakes and continuously improving their processes and outcomes.

Numerous studies have shown that higher levels of psychological safety lead to increased productivity, innovation, and overall team performance. For instance, Google’s Project Aristotle found that psychological safety was the most important factor in determining team success.5 This example demonstrates how teams with high psychological safety are not only more comfortable but are more effective—benefiting employees and organizations alike.

Promoting psychological safety in virtual teams presents unique challenges due to the lack of physical presence creating potential communication barriers. The absence of face-to-face interactions can lead to misinterpretations, as non-verbal cues like body language, facial expressions, and tone of voice are often missed or misunderstood. This can make it difficult for team members to gauge reactions, resulting in feelings of uncertainty or apprehension. Moreover, the impersonal nature of virtual communication tools can sometimes inhibit spontaneous interactions, making it harder for team members to build rapport and trust.

Leadership plays a critical role in addressing these challenges.6 Leaders—may it be project leaders, directors, or CEOs—set the tone for company culture, as well as model behaviors that promote a safe environment. They should encourage open communication, show appreciation for contributions, be accessible for support, and lead by example by demonstrating vulnerability and openness to feedback.

In his book The Four Stages of Psychological Safety, organizational anthropologist Dr. Timothy Clark provides a practical framework to help teams achieve a high level of psychological safety. Here are how the four steps can be effectively adapted to virtual teams, ensuring that each member feels valued and secure.⁷ 

Fun fact: Here at The Decision Lab, we've tried and tested several of these tools ourselves, and they've made our virtual team dynamics way more engaging and effective! Find out what strategies worked for us below.

1. Inclusion Safety

Inclusion Safety pertains to members feeling safe and comfortable being part of the team without feeling excluded or underappreciated. This may be challenging to achieve in a virtual setup because the absence of face-to-face interactions can lead to feelings of isolation and exclusion. Non-verbal cues that signal agreement and appreciation are often also missing in virtual communications.

Fostering Inclusion Safety in Virtual Teams

• Keep the Face Time: Regular on-cam video meetings are key—whether they’re for work or a casual coffee chat. These help you catch those non-verbal cues that can get lost in virtual settings, making it easier to build genuine connections.
• Mix Up the Leadership: Rotate who’s in charge of leading meetings. It’s a great way to give everyone a chance to step up, share their ideas, and feel heard. 
• Break the Ice Virtually: Don’t underestimate the power of a virtual coffee break or a quick online game. These little team-building moments help everyone feel included and valued beyond their daily tasks.
• Collaborate Seamlessly: Tools like Slack or Microsoft Teams aren’t just for work—they’re also where you can share wins, big and small. Keeping everyone in the loop and celebrating achievements together makes the whole team feel more connected.

Fun fact: Our secret to keeping things lively on Slack? It’s this little guy right here—a honey badger emoji. When someone at TDL does something awesome, they get “badgered” with appreciation. It’s more than just a pat on the back; it’s a fun way we celebrate wins and keep everyone connected.

2. Learner Safety

Learner Safety means team members feel safe to learn through asking questions, experimenting, making (and admitting) mistakes, and asking for help. However, it can be hard to do so in an online environment where spontaneous interactions and casual "hallway" conversations are missing. The absence of immediate feedback can make it difficult for team members to seek help or admit mistakes, leading to a lack of confidence and fear of judgment. Additionally, the prolonged awkward silence on a Zoom call after making a mistake can feel much more intense, as it's hard to gauge how others are reacting.

Fostering Learner Safety in Virtual Teams

• Encourage a Culture of Curiosity: Inspire an environment where questions are welcomed and encouraged. Try creating channels specifically for asking questions and sharing knowledge.

Fun fact: Here at TDL, we have a Slack channel dedicated to just this, where team members post learning requests (bounties) and offer rewards (booty) to those who can offer a learning session on that specific request. It’s a fun way to encourage curiosity and learning!

• Implement Anonymous Feedback Tools: Use tools like Officevibe where employees can ask questions or express concerns anonymously if they are uncomfortable doing so openly.
• Regular Check-ins: Schedule regular one-on-one check-ins with team members to discuss their progress and any challenges they are facing. This provides a safe space to provide clear, individualized feedback, and allows for them to ask for help.
• Normalize Mistakes: Share stories of past mistakes and what was learned from them. This can help normalize the concept of growing from errors and reduce the fear of making them.

3. Contributor Safety

Unlike Learner Safety, which focuses on creating an environment where team members feel safe to learn and make mistakes, Contributor Safety emphasizes the importance of team members feeling confident in sharing their ideas and insights without the fear of judgment. However, in a virtual set-up, the lack of immediate feedback and increased potential for misinterpretation can discourage contributions.

Fostering Contributor Safety in Virtual Teams

• Structured Brainstorming Sessions: Use techniques like “brainwriting” where team members write down ideas anonymously before discussing them. This can help reduce the fear of embarrassment. Another effective strategy is "red teaming" or a structured version of playing devil’s advocate. This approach involves critically assessing ideas in a constructive manner which can help refine and strengthen contributions without making individuals feel attacked.
• Asynchronous Collaboration: Use tools like Google Docs or Figma where team members can contribute ideas at their own pace, reducing the pressure to come up with ideas on the spot.
• Recognition Programs: Regularly recognize and celebrate contributions in team meetings or through internal newsletters. Public recognition can encourage more team members to share their ideas.
• Psychological Safety Check-Ins: Periodically assess the team’s psychological safety through surveys or informal discussions to ensure everyone feels comfortable contributing.

4. Challenger Safety

Challenger safety is defined as team members feeling safe to question others’ ideas or suggest significant changes to plans or ways of working. In an online space, power dynamics and communication barriers can make it difficult for team members to challenge ideas, especially those proposed by authority figures.

Fostering Challenger Safety in Virtual Teams

• Open Forum for Feedback: Create an open forum where feedback is encouraged and structured. For example, use the “Start, Stop, Continue” method during dedicated feedback sessions. In practice, this means setting aside time in a meeting for team members to discuss what activities or behaviors should start, stop, or continue within the team. This method provides a clear structure for feedback, making it easier for everyone to voice their opinions constructively.
• Model Vulnerability: Leaders should model vulnerability by being open to feedback and admitting their own mistakes. This sets the tone for others to feel safe to challenge ideas.
• Anonymous Polls and Surveys: Use tools like Mentimeter or SurveyMonkey to gather anonymous feedback on ideas or proposals. This can help team members express dissenting opinions without fear.
• Regular Retrospectives: Conduct regular retrospectives to discuss team dynamics and challenges. This helps in addressing concerns and creating a culture of continuous improvement.

Reflecting on my journey from teaching young students to collaborating in the corporate world, I see the same core need in both areas: a space where everyone feels safe to share, learn, and grow. Picture a virtual team meeting where ideas flow freely, mistakes are simply steps towards improvement, and every member feels a genuine sense of belonging. This isn’t just an ideal—it’s achievable with intentional effort and commitment to fostering psychological safety. By embracing these four principles online, we can create environments where employees feel safe to express themselves, learn, contribute, and challenge ideas—be it in-person or online.