Creating Psychological Safety at Work Through Play and Connection

Psychological safety might sound like a topic for academics to ponder at a highbrow retreat somewhere, but it is actually something every one of us should have in our lives. It’s a deeply human need that we all share: the freedom to speak up, take risks, and be ourselves without fear of judgment or punishment. When we feel psychologically safe, we are confident that our ideas, questions, and concerns will be met with respect, not ridicule. It’s essential for a good life and good work.

For organizations striving to create a culture where employees are engaged, valued, and empowered – where people can be innovative and take necessary risks – that sort of confidence is table stakes.
But it won’t just happen on its own. Leaders have to actively foster an environment where people feel comfortable being open, trying new things, and learning from their mistakes.

One of the leading voices on psychological safety is Harvard Business School professor Amy Edmondson, who is headlining our Workhuman Live London Forum in March 2025. Amy has spent decades studying the impact of trust and openness in teams. Her research has shaped the way organizations think about workplace culture and the vital role of trust and psychological safety. “I’d go so far as to say that insisting on high standards without psychological safety is a recipe for failure,” she has written, “and not the good kind. People are more likely to mess up (even for things they know how to do well) when they’re stressed.”

Play and a psychologically safe environment

Fostering a team’s psychological safety does require good policies and strong leadership to set the tone – but at its heart this kind of belonging is about human connection and play. When employees have opportunities to engage in low-stakes, high-trust interactions, whether through team-building exercises, creative brainstorming, or informal conversations, they will feel more comfortable speaking up and taking risks.

At Workhuman Live, we prioritize connection and play. That’s why our Workhuman Central always incorporates space for connecting and games of all kinds. Fun is an incredible recipe for creativity and bonding, and we’ve seen firsthand how both break down barriers, encourage openness, and build stronger teams. 

In fact, our very first conference in Orlando in 2015 featured an improv troupe — who taught us in the most hilarious way how to better express our ideas in ways that built each other up rather than tore us down. That playful, supportive approach has become part of our cultural fabric. To this day at our own team meetings, you’ll hear people say, “I’m going to ‘yes and’ that idea…” 

Let’s talk about the importance of play and fostering an environment where people feel safe to contribute.

What is psychological safety?

Imagine you’re sitting in a meeting with an idea that could really move the needle – but instead of speaking up, you hold back. Maybe you’re unsure if it’s the right moment, or you’re worried about how your boss might react. Maybe you’re afraid your idea will be ridiculed. That hesitation? That’s what happens in a workplace without psychological safety.

Now, imagine the opposite. You’re in a team where people openly share ideas without apologizing at the same moment. You can ask questions, and admit mistakes without fear of embarrassment or blame. That’s what psychological safety looks like in action.

Defining psychological safety in the workplace

Amy Edmondson, who is also the author of The Fearless Organization, defines psychological safety as “a shared belief that the team is safe for interpersonal risk-taking.” In other words, it’s the trust that you can speak up without fear of being shut down or penalized.

When psychological safety is present, she says, teams:

• Collaborate more freely – Employees aren’t afraid to challenge ideas or offer new perspectives.
  
• Learn from failure – Missteps are treated as opportunities for improvement, not reasons for punishment.
  
• Feel heard – Employees know their input matters, no matter their role or tenure.

When it’s missing? People play it safe, avoid tough conversations, and keep their heads down – which is bad news for creativity, innovation, and team performance.

Why create an environment of psychological safety at work?

Psychological safety thrives when people feel seen, heard, and valued – and the connection is the absolute foundation for that. Without connection, nothing works. It’s hard to take risks or be vulnerable when you don’t trust or care about the people around you.

This is why teams who prioritize relationship-building tend to have stronger psychological safety and wellbeing. When employees genuinely know and trust their colleagues, they’re more willing to:

• Ask for help without worrying about looking incompetent
  
• Give and receive feedback without taking it personally or being offended
  
• Speak up about challenges and flag them before they escalate
  
• Take creative risks without fearing embarrassment
  

Connection also plays a huge role in inclusion and belonging. When employees feel like they’re part of a supportive, inclusive workplace, they’re more likely to contribute their unique perspectives — leading to better decision-making, more innovation, and a healthier company culture overall.

The business case for psychological safety

Creating psychological safety is obviously the right thing to do for your humans – but that isn’t just about making work “feel” better. A workplace where employees are safe to speak up, share ideas, and admit mistakes is one where engagement, trust, and innovation thrive. When psychological safety is present, teams don’t just function — they flourish.

The benefits of psychological safety include:

• People feel respected and included – Employees know they won’t be dismissed or penalized for sharing their thoughts, leading to greater job satisfaction.
  
• Teams work better together – When people trust one another, they’re more likely to work together, challenge ideas, and build on each other’s contributions.
  
• Innovation happens faster – Employees who aren’t afraid of making mistakes take bigger, bolder creative risks that lead to real breakthroughs.
  
• Engagement and morale increase – Feeling safe to contribute makes employees more invested in their work and the success of their organization.
  
• Psychological safety is the foundation of a great workplace culture – one where people aren’t just doing a job but actively shaping and improving the work they do.

And it all leads to productivity and success. One of the most compelling studies on psychological safety comes from Google’s Project Aristotle, a multi-year research initiative aimed at understanding what makes teams successful. After analyzing hundreds of teams across the company, Google found that psychological safety was the single biggest factor in determining whether a team thrived — even more than talent, strategy, or leadership style. Teams that felt safe to express ideas, admit mistakes, and take risks were consistently more effective, innovative, and engaged than those where fear and hierarchy dominated.

Fostering psychological safety through play and connection

Psychological safety isn’t going to just happen because a company writes it into their values statement. It’s really built through small, everyday moments of trust – a leader admitting they don’t have all the answers, a team member feeling comfortable enough to challenge an idea, a workplace where people feel free to be themselves.

One of the best ways to facilitate those moments? Play and connection.

When people engage in low-pressure, playful activities – whether it’s a team-building exercise, a creative brainstorming session, or congratulating a colleague on an important personal milestone – they build trust. They see each other not just as coworkers, but as people. And when people feel connected, they’re far more likely to speak up, share ideas, and support each other when it counts.

Play is an incredible tool for reducing social anxiety, encouraging collaboration, and helping teams build the kind of relationships that fuel psychological safety.

The four stages of psychological safety

Building psychological safety doesn’t happen by accident — it requires intentional effort from leadership, HR, and employees at every level. One of the most useful frameworks for fostering psychological safety comes from Amy Edmondson’s four stages of psychological safety:

1. Inclusion safety – The foundation of belonging

Employees need to feel accepted for who they are. This means creating a workplace where diversity is celebrated, and people feel valued regardless of their background, experience, or identity.

• Foster DEI initiatives that create a culture of respect and belonging.
• Encourage leaders to model inclusive behaviors and make space for all voices.
• Promote peer recognition — when employees acknowledge each other’s contributions, it reinforces inclusion.
  

2. Learner safety – Encouraging curiosity and growth

Psychologically safe teams encourage questions, experimentation, and continuous learning. Employees should feel safe admitting they don’t know something or trying something new without fear of failure.

• Normalize learning from mistakes instead of penalizing failure.
• Provide opportunities for ongoing development through mentorship and training.
• Encourage employees to ask questions and seek feedback without hesitation.
  

3. Contributor safety – Empowering employees to share ideas

Once employees feel included and safe to learn, the next step is ensuring they feel confident contributing their ideas, opinions, and expertise. Teams thrive when every voice is heard and valued.

• Create open channels for feedback and discussion.
• Acknowledge and reward contributions to encourage engagement.
• Empower employees to take ownership of their work and bring new ideas to the table.
  

4. Challenger safety – The ability to question and innovate

At the highest level of psychological safety, employees don’t just contribute — they challenge the status quo. They feel safe to speak up, question decisions, and push for better solutions without fear of backlash.

• Encourage a culture of constructive debate, where dissenting opinions are welcomed.
• Make it clear that challenging ideas is not the same as challenging people—feedback should be about improvement, not personal attacks.
• Recognize and reward employees who identify problems and propose better ways forward.
  

When all four stages of psychological safety are in place, workplaces become dynamic, innovative, and resilient. Employees feel supported, empowered, and motivated to do their best work. 

Amy also has some fantastic ideas on how to build up this kind of environment in your company. In her research, she outlines some key practices that help teams cultivate psychological safety:

• Leaders set the tone – If managers admit when they’re wrong, ask for feedback, and model vulnerability, employees are more likely to do the same.
  
• Failure is reframed as learning – Instead of looking for blame, psychologically safe teams focus on what went wrong and how to improve.
  
• Questions and concerns are welcome – Employees are encouraged to speak up and challenge ideas without worry about retaliation.
  

At Workhuman Live Forum in London, Edmondson will share more real-world applications for these ideas – helping leaders design workplace cultures where employees are safe, supported, and empowered to contribute.

Bringing psychological safety to life at Workhuman Live

Creating a psychologically safe workplace starts with real conversations, shared experiences, and leaders who model openness. That’s why so many of our Workhuman Live speakers talk seriously about psychological safety.

Amy Edmondson is just one of the Workhuman speakers we’ve had who have shared insights around this idea. In our very first conference, Shawn Achor talked about the value of human connection, and Tania Luna talked to us about the power of surprise, from her book Surprise: Embrace the Unpredictable and Engineer the Unexpected. 

Adam Grant, a multi-time speaker, author, and headliner at Workhuman Live in Denver, often speaks on the topic of psychological safety. He has advocated a rethink for leaders to embrace alternative approaches that might have a more lasting effect on psychological safety. For example, “One way we tried out that worked effectively,” he says, “was instead of just asking for feedback, we had leaders criticize themselves out loud.”

Mike Robbins, another 2025 speaker, has made creating psychological safety pillar #1 in his book, We’re All in This Together: Creating a Team Culture of High Performance, Trust, and Belonging. “Psychological safety,” he says “ is essential group trust, and it is foundational to the success of any group.  When we create an environment within our team that is safe for risk-taking, disagreement, failure, boldness, and authenticity, we’re able to innovate, perform, and thrive.” 

Of course, at Workhuman Live, we don’t just talk about psychological safety or have others talk about it  – we live it. We’ve seen firsthand how incorporating play into professional spaces can transform team dynamics. Whether it’s through interactive workshops, storytelling sessions, or just having space for authentic human connection, these moments make a difference. 

That’s why we always try to create an environment where people can laugh, relax and connect. Whether it’s immersive experiences like the Gratitude Bar, casual meet-ups, or pulling out the board games (which we’ve done!), attendees consistently say they leave feeling recharged, inspired, and deeply connected to a community that shares their passion for making work more human. Play is in our DNA.

5 ways we build psychological safety at Workhuman Live

• Immersive gratitude experiences – Activities like the Gratitude Bar let people get a taste of appreciation and what it means to celebrate each other sincerely.
  
• Interactive workshops – Our breakout sessions and learning experiences are designed to engage, challenge, and foster real conversations.
  
• Play-based networking events – Think scavenger hunts, dance, spa, music, silliness, food, games, storytelling sessions, and learning activities. We’ve done them all!
  
• No-pressure connection zones – We incorporate quiet spaces designed for recharging and informal conversations, so no one has to feel “on” all the time.
  
• Relaxation and refueling – Sometimes, play means the absence of work or pressure, so we make space for yoga, massage, walks, runs, and alone time.
  

Learn more about the importance of psychological safety in teams at Workhuman Live

Creating a psychologically safe workplace can help you build a better work experience and unlock the full potential of your humans. When safety is present and employees feel able to ask for help, share ideas, take risks, and be themselves, organizations become more innovative, resilient, and engaged. 

Join us at Workhuman Live London Forum or  Workhuman Live in Denver to learn from experts like Amy Edmondson and discover how to build a workplace where people feel safe to speak, learn, and grow.

About Darcy Jacobsen

Darcy is a passionate storyteller and champion of workforce transformation, human connection, and recognition-driven culture. As an author on the Workhuman Live Blog, she loves to connect deep research insights with modern workplace dynamics to uncover what really drives engagement, belonging, and happiness at work. With a background in communications and a master’s in medieval history, she brings a unique perspective to her writing, taking deep dives into all topics around organizational psychology and the science of gratitude.