Design Teams Need Psychological Safety: Here’s How to Create It
Summary
Creating psychological safety in a workplace - although at times a challenge - can be done. This interactive talk will present the key action steps that DesignOps professionals can immediately take to boost psychological safety in their design teams and create psychological safety between cross-functional teams.
Key Insights
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Psychological safety is a neurobiological state governed by the autonomic nervous system, reflecting connection and calm.
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Trust and safety differ: safety is a nervous system state, while trust is about relational dynamics.
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Our nervous system moves up and down the 'autonomic ladder' from safe to mobilized (fight/flight) to immobilized (shutdown), impacting thinking and behavior.
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Triggers at work like unexpected meetings, criticism, and toxic vulnerability can push people down the ladder, impairing performance.
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Google’s Project Aristotle found psychological safety, not individual talent, is the key driver of effective, high-performing teams.
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Creating safety requires explicit conversations about what makes individuals feel safe and crafting specific, observable team agreements.
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Connection and co-regulation with others help individuals move back up the autonomic ladder after being triggered.
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Safety includes protections, especially for marginalized groups who face greater systemic risks impacting their ability to be vulnerable.
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Remote work amplifies existing culture; good cultures adapt and maintain safety remotely, toxic cultures worsen.
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Leadership accountability and willingness to acknowledge mistakes are vital to rebuilding trust and psychological safety after breaches.
Notable Quotes
"Safety is a state of our nervous system, when our autonomic nervous system is in a safe state, we feel connected."
"If I make a mistake on our team, it’s not gonna be held against me; my team won’t disconnect from me."
"Our nervous system is ancient; it can’t tell the difference between an angry email and a tiger lurking."
"Psychological safety is the number one factor determining team effectiveness and performance."
"When we’re not safe, our thinking brain — the neocortex — shuts down and operating IQ drops by half."
"Connection means feeling seen, heard, and valued; that’s what creates psychological safety."
"Psychological safety is the foundation; without it you get a culture of transaction and silence."
"Sometimes the entire leadership team quitting at once is a big sign cultural safety is failing."
"Creating safety requires specific, behavioral agreements you can observe and practice."
"Co-regulation means someone who is safe can help bring another out of a triggered state."
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