Team Psychological Safety
Edmondson, A. C. · 1999
เป็นที่รู้จักในชื่อ: Psychological Safety
Team psychological safety is the shared belief among members of a team that the group is safe for interpersonal risk-taking — that speaking up with a question, a concern, a mistake or a dissenting idea will not lead to embarrassment, rejection or punishment. Two features of the definition are frequently lost in popular use. It is a group-level property, a shared perception belonging to the team rather than a trait of individuals. And it concerns interpersonal risk, not comfort or the absence of pressure: psychologically safe teams often have high performance standards, and the combination is what produces learning.
Theory that teams differ in the shared belief that the group is safe for interpersonal risk taking — admitting error, asking for help, disagreeing, proposing unfinished ideas — and that this belief, more than talent or resources, governs whether a team learns. Psychological safety is a team-level climate, not an individual trait.
- แหล่งที่มา:
- Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
- DOI:
- 10.2307/2666999
ทำแบบทดสอบที่ผ่านการตรวจสอบซึ่งสร้างบนทฤษฎีนี้
การอ่านเกี่ยวกับโครงสร้างจะบอกคุณว่ามันคืออะไร เครื่องมือที่ผ่านการตรวจสอบจะบอกคุณว่าคุณอยู่ตรงไหน ทำฟรี ผลลัพธ์ภายในไม่กี่นาที
ภาพรวมหลักฐาน
- การสนับสนุนเชิงประจักษ์
- หลักฐานแข็งแกร่ง
- การทำซ้ำ
- ทำซ้ำได้ดี
- ข้ามวัฒนธรรม
- ส่วนใหญ่เป็นสากล
- การวิเคราะห์อภิมาน
- 10 ที่จัดทำดัชนี
คะแนนเหล่านี้สรุปจากวรรณกรรมที่ตีพิมพ์เกี่ยวกับทฤษฎี ไม่ใช่คุณภาพของแบบทดสอบใด ๆ ที่สร้างบนทฤษฎีนี้ เป็นการประเมินจากบรรณาธิการตามแหล่งข้อมูลด้านล่าง และจะเปลี่ยนแปลงเมื่อมีหลักฐานเพิ่มเติม
บริบททางประวัติศาสตร์
Schein and Bennis used the term in the 1960s in the context of organizational change. Edmondson gave it its modern operational form in her 1999 Administrative Science Quarterly paper, which grew out of a counterintuitive finding in hospital data: better-performing nursing units reported more medication errors, not fewer, because they were reporting them rather than committing more. The construct spread far beyond academia after Google's Project Aristotle identified it in 2016 as the strongest differentiator among effective teams, a result that also accelerated its dilution in popular management use.
โครงสร้าง
Team Psychological Safety
The shared belief that a team is safe for interpersonal risk taking — admitting a mistake, asking for help, disagreeing out loud, proposing unfinished ideas (Edmondson, 1999). It is a property of the team climate rather than an individual trait, and is theorized as distinct from team cohesiveness and from trust in specific individuals. Where safety is high, information moves fast and problems surface while they are small; where it is low, the taxed behaviors are minimized and errors go unreported rather than unmade.
เครื่องมือ
- NOESIS Team Psychological Safety ScaleNOESIS2026
แบบทดสอบที่สร้างบนทฤษฎีนี้
การประยุกต์ใช้เชิงปฏิบัติ
Psychological safety predicts team learning behaviour, error reporting, innovation and, in healthcare, patient safety outcomes. It moderates the relationship between team diversity and performance, which is one reason diversity initiatives without it underdeliver. In practice it is treated as a leadership-influenced condition: leader inclusiveness, framing work as a learning problem, and explicit invitation to dissent are the interventions with the best evidential support. Measured for a real team, it functions as a diagnostic of whether the team can surface bad news early.
วิธีการวัดผล
Measured with a short self-report Likert scale (Edmondson's seven items) administered to team members and aggregated to the team, with within-group agreement reported to justify aggregation.
ข้อวิจารณ์และข้อจำกัด
The construct is defined at the team level but overwhelmingly measured by aggregating individual self-reports, and agreement within teams is often too low to justify the aggregation — which means many published team-level findings rest on shaky measurement foundations. Cross-sectional designs with same-source measurement dominate, so causal claims outrun the evidence. Its popular reception has broadened it into a synonym for a pleasant workplace, dropping both the interpersonal-risk specificity and the high-standards half of Edmondson's framework. Cross-cultural work is thinner than the construct's global use implies, particularly regarding power distance.
ผลงานตีพิมพ์สำคัญ
- Edmondson, A. C.. (1999). Psychological safety and learning behavior in work teams. 10.2307/2666999
- Edmondson, A. C. & Lei, Z.. (2014). Psychological safety: The history, renaissance, and future of an interpersonal construct. 10.1146/annurev-orgpsych-031413-091305
- Frazier, M. L., Fainshmidt, S., Klinger, R. L., Pezeshkan, A. & Vracheva, V.. (2017). Psychological safety: A meta-analytic review and extension. 10.1111/peps.12183