Psychological Safety in Engineering Teams

As engineering manager, we’re often laser-focused on technical excellence — whether it’s optimizing code, improving system architecture, or meeting tight deadlines. But one aspect that’s often overlooked, and arguably just as critical, is creating an environment of psychological safety.

Why does it matter?

Engineering is about problem-solving and innovation, but innovation requires taking risks, challenging assumptions, and sometimes even failing. If team members don’t feel safe to take those risks or voice concerns, it stifles creativity and productivity. Imagine a culture where engineers are afraid to point out flaws in the system or hesitate to share new ideas for fear of being judged — that’s not a path to success.

What is psychological safety?

Psychological safety, a term popularized by Dr. Amy Edmondson at Harvard, refers to a shared belief that the team is safe for interpersonal risk-taking. In simple terms, it’s about creating a culture where everyone feels comfortable to speak up, share ideas, ask questions, or admit mistakes — without the fear of negative consequences like embarrassment or retaliation.

In my experience, fostering psychological safety has far-reaching benefits:

• Encouraging Open Dialogue
  Teams thrive when communication is open, honest, and without fear of backlash. Engineers should feel comfortable raising potential issues, even if they go against the grain of the group’s thinking. When someone points out a bug or an overlooked detail, that’s not just a contribution — it’s a critical intervention that could save time, money, and reputation down the line.

Personal Tip: In meetings, I make it a point to encourage the quieter voices in the room. Sometimes the best insights come from those who are hesitant to speak up at first. I ask questions like, “What do you think?” or “Does anyone see this differently?” to ensure everyone feels valued.

• Mistakes as Learning Opportunities
  Let’s face it — software engineering is complex, and mistakes happen. Instead of creating a culture where failure is penalized, I encourage my team to see mistakes as an integral part of the learning process. The key is to address issues openly and figure out how we can improve. This creates a more resilient and innovative team because they’re not wasting energy covering up errors or blaming others.

Example: After a significant production issue in a previous project, instead of focusing on who made the error, we had a postmortem meeting focused on why the issue occurred and how our process could be improved. This resulted in process improvements that benefited the entire team — and engineers felt safe because it wasn’t a blame game.

• Nurturing Innovation
  When team members feel safe, they’re far more likely to think outside the box, experiment with new approaches, and propose innovative solutions. It’s no surprise that some of the most cutting-edge solutions come from teams where psychological safety is high. Innovation flourishes when ideas are heard, even if they challenge the status quo.

Key Action: I actively celebrate new ideas, even if they don’t always succeed. When an engineer proposes an unconventional solution, we explore it. If it works, great! If it doesn’t, we learn from it and iterate. This mindset shifts the team from being risk-averse to becoming risk-tolerant — and ultimately, more innovative.

• Increased Engagement and Retention
  People want to feel valued, heard, and supported. When engineers feel psychologically safe, they’re more engaged in their work and invested in the success of the team. They collaborate more effectively and build stronger working relationships. A team that feels safe is more likely to stay together, reducing turnover and maintaining high performance over the long term.

Long-term impact: During a high-pressure project, one of my engineers felt safe enough to voice concerns about burnout. We collectively made adjustments to the workload, and in doing so, we avoided a potential burnout crisis while also improving team morale. Listening to those concerns not only helped that individual but improved the overall team’s productivity.

How to build psychological safety?

It doesn’t happen overnight, but here are a few practical steps I’ve found effective:

1. Model vulnerability: As leaders, we need to set the example. Admit when you don’t know something or when you’ve made a mistake. Showing vulnerability humanizes you and encourages others to do the same.

2. Give space for all voices: In meetings or brainstorming sessions, encourage everyone to speak. Create a space where even the most junior engineer feels comfortable sharing their ideas.

3. Focus on learning, not blame: When issues arise, frame them as learning opportunities. Ask “What can we do better next time?” instead of “Who messed up?”

4. Reward risk-taking: Acknowledge and celebrate those who take calculated risks, even if the result wasn’t perfect. This encourages a growth mindset and keeps the innovation pipeline alive.

Final Thought: Building psychological safety isn’t just about creating a “nice” environment — it’s a critical business strategy. It leads to better collaboration, more innovation, and ultimately, better engineering outcomes. When teams feel safe, they thrive.

How do you foster psychological safety in your teams? What strategies have worked for you?