A White Paper: Is Psychological Safety Enough?

An argument for safer spaces in team coaching

Lou Chiu and Sebastian Fox. (2023).

It is well-accepted within coaching that psychological safety is a crucial part of allowing a team to function effectively and creating effective team coaching. Amy Edmondson (1999), who popularised the term, defines psychology safety as “a shared belief that the team is safe for interpersonal risk-taking” (p.354). Whilst we agree, we challenge the idea that “[f]or team psychological safety to be a group-level construct, it must characterize the team rather than individual members” (pp.354-5). Though Edmondson observed that hierarchical power can drive fear in teams, she did not address other forms of non-hierarchical power, particularly the impact of systemic oppression. Further, many existing models do not adequately consider the role of power dynamics and systems of oppression in our work with teams.

For example, patriarchy benefits cis-gendered men. Classism benefits those with generational wealth. Heteronormativism benefits romantic and sexual relationships between one cis-gendered man and one cis-gendered female. Systemic oppression is the manifestation of these beliefs, such as ignorance, prejudice, discrimination, and violence. Each system of oppression exists independently but intersects with one another. This lens allows us to appreciate the different and complex layers of power dynamics, beliefs, and expectations in any given space.

We believe that we cannot treat psychological safety as a monolithic entity that is or is not present. Individuals will each feel distinct levels of un/safety at any given moment, to varying degrees and lengths of time, due to the socio-historical context, their lived experiences and beliefs, and their current physical, mental and emotional state. We propose “safer space” as a more appropriate concept.

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