In this TechPACT Pulse, we dissect HBR's What People Get Wrong About Psychological Safety by Amy  C. Edmondson and Michael J. Kerrisey. This article uncovers common misconceptions on psychological safety and offers actionable guidance for building stronger, safer workplaces.

Psychological safety is more than just being "nice" at work, it's the foundation for courageous, inclusive, and high-performing teams. But, many leaders get it wrong. Below are 5 critical truths to rethink psychological safety in your organization.

1. Psychological safety is not about comfort. Challenging conversations are, by nature, uncomfortable. Encourage respectful dissent and normalize disagreement as part of innovation.

2. Safety must coexist with accountability. High performance thrives when people feel safe to take risks and own outcomes. Set clear expectations and provide room to learn when things don't go as planned.

3. Safety doesn't mean consensus. Create space for varied perspectives and rapid iteration. Prioritize diversity of thought and value contribution over conformity.

4. Safety is built through behavior, not declarations. This starts at the top, leaders must walk the talk, and model vulnerability and reinforce open dialogue.

5. Everyone shapes the culture. Peer-to-peer interactions shape safety as much as top-down mandates. Monitor implicit behaviors that get things done and ensure they support psychological safety.

Let this be your nudge to build workplaces where people feel safe enough to share bold ideas, challenge assumptions, and grow together. Learn more on the full article from HBR.