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Psychological Safety Builds Stronger Teams

By Retired Sgt. Christopher Rodriguez

University of Texas MD Anderson Cancer Center

September 12, 2025

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This lead image for the article shows a photo of a helmeted Soldier standing on a wide, brushy plain, lit by a low sun in a cloudy blue sky. This image is the first in a series of three accompanying the article.

Psychological safety creates an environment free of fear, enabling people to thrive. Soldiers in such environments are more likely to speak their minds, share concerns, and ask for help without fear of repercussions. (U.S. Army photo by Staff Sgt. Amber Martin)

Introduction

Psychological safety is an environment where individuals feel secure enough to express themselves without fear of negative consequences to their self-image, status, or career (Patil et al., 2023). In the U.S. Army, where mission success often depends on team strength, fostering psychological safety is crucial.

Soldiers must feel free to speak up, share ideas, and raise concerns without fear of ridicule or reprimand. Psychological safety is vital to building cohesive and high-performing teams.

By exploring psychological safety’s benefits, the risks of its absence, and actionable strategies for leaders, this article demonstrates how fostering such an environment aligns with Army values, enhances team performance, improves effectiveness, and prepares leaders to meet their teams’ unique needs.

Team Benefits

Psychological safety creates an environment free of fear, enabling people to thrive. Soldiers in such environments are more likely to speak their minds, share concerns, and ask for help without fear of repercussions. For instance, a junior Soldier who feels psychologically safe is likely to point out a safety hazard during training, potentially preventing injury or loss of life.

A vertical photograph shows a smiling Soldier standing among other seated Soldiers. The gaze of the Soldier leads the viewer’s eye toward the left edge of the photograph. This image is the second in a series of three accompanying the article.

Treating team members with dignity and respect builds trust and collaboration, essential for garrison operations and high-stress environments like combat. Psychological safety fosters stronger teams better equipped to face challenges together. (U.S. Army photo by Spc. Alisha Grezlik)

A team that promotes psychological safety enjoys improved communication, increased trust, and reduced turnover, contributing to high team performance (Patil et al., 2023).

The success of a team is vital to the success of an organization. A psychologically safe team experiences better learning, productivity, and efficacy. Younger Soldiers thrive in environments that allow them to be vulnerable and freely express themselves (Patil et al., 2023). For example, psychologically safe teams openly discuss mistakes during after-action reviews and share constructive feedback, leading to continuous improvement.

Treating team members with dignity and respect builds trust and collaboration, essential for garrison operations and high-stress environments like combat. Psychological safety fosters stronger teams better equipped to face challenges together (American Psychological Association, 2023).

The Consequences of Its Absence

A lack of psychological safety can negatively impact a team. In strict hierarchical systems, younger Soldiers may hesitate to report safety hazards or operational inefficiencies, leading to unresolved risks, lower morale, and increased stress.

For example, rigid hierarchies hinder communication in health care settings, resulting in errors and reduced team cohesion (Grailey et al., 2021). Similarly, junior Soldiers who feel silenced are less likely to contribute valuable insights, weakening the team’s overall effectiveness (Fox, 2023).

Aligning Psychological Safety with Army Values

The Army Values — Loyalty, Duty, Respect, Selfless Service, Honor, Integrity, and Personal Courage (LDRSHIP) — are deeply connected to psychological safety:

  • Loyalty: Building trust fosters loyalty.
  • Duty: A supportive environment enables Soldiers to fulfill their responsibilities.
  • Respect: Encouraging open communication demonstrates respect for others’ ideas.
  • Selfless Service: Soldiers prioritize team needs when they feel valued.
  • Honor: Psychological safety instills pride in team accomplishments.
  • Integrity: A safe environment encourages accountability and ethical behavior.
  • Personal Courage: Soldiers are more confident in taking risks and speaking up when they feel psychologically safe (Kim et al., 2020).

Aligning Psychological Safety with the Warrior Ethos

The Warrior Ethos — “I will always place the mission first, I will never accept defeat, I will never quit, I will never leave a fallen comrade” — is strengthened by psychological safety:

  • Mission First: Trust and confidence encourage Soldiers to prioritize the mission.
  • Never Accept Defeat: A safe environment motivates Soldiers to persevere.
  • Never Quit: Teams with psychological safety are more resilient.
  • Never Leave a Fallen Comrade: Trust fosters mutual support and commitment.

Leader Strategies to Foster Psychological Safety

Leaders play a critical role in fostering psychological safety. Key strategies include:

  • Train Leaders: Equip leaders with tools to create inclusive environments. Some examples are providing training on active listening, conflict resolution, and recognizing bias to ensure leaders can effectively foster an inclusive environment.
  • Challenge Hierarchies: Address unnecessary barriers to communication. Leaders can establish open-door policies or implement regular check-ins with team members to break communication barriers and encourage open dialogue.
  • Recognize Talent: Celebrate the unique skills of junior Soldiers through formal channels (American Psychological Association, 2023). Leaders can highlight Soldiers’ achievements during award ceremonies and create opportunities for them to take on leadership roles in projects.
  • Support: Senior leaders must model and promote a culture of psychological safety (O’Donovan et al., 2021). These leaders can set the tone by leading after-action reviews where mistakes are treated as learning opportunities and consistently demonstrating respect for diverse perspectives in decision-making.

NCOs’ Role in Psychological Safety

NCOs are pivotal in fostering psychological safety. As team leaders and supervisors, they can:

  • Celebrate mistakes as learning opportunities.
  • Encourage open and constructive discussions.
  • Provide timely feedback and guidance.
A vertical photograph shows two uniformed Soldiers in a wood, one pointing before them. The gaze of the Soldier leads the viewer’s eye toward the left edge of the photograph. This image is the third in a series of three accompanying the article.

The Warrior Ethos — “I will always place the mission first, I will never accept defeat, I will never quit, I will never leave a fallen comrade” — is strengthened by psychological safety. (U.S. Army photo by Medical Logistics Command)

NCOs who adopt these practices enhance their teams’ performance and develop leadership skills that benefit them as they rise in rank. By fostering psychological safety, NCOs contribute to retention and the Army’s overall effectiveness (Smeets et al., 2021).

Preparing Leaders for Soldiers’ Unique Needs

To meet their Soldiers’ unique needs, leaders must:

  • Examine psychological safety from multiple perspectives.
  • Understand team members’ needs and preferences.
  • Provide constructive feedback and build trust.
  • Maintain openness to feedback and continuous learning. By creating a positive relational environment, leaders build strong, cohesive teams ready to perform under pressure (O’Donovan et al., 2021).

Conclusion

Psychological safety is essential for building strong, high-performing teams in the Army. Leaders create an environment where Soldiers thrive by fostering open communication, trust, and mutual respect.

A psychologically safe Army is better equipped to accomplish its mission and defend the United States of America.

References

American Psychological Association. (2023). What is psychological safety at work? Here’s how to start creating it. American Psychological Association. https://www.apa.org/topics/healthy-workplaces/psychological-safety

Fox, A. (2023). Be all you can be: Suggestions for implementation in the Army. Association of the United States Army. https://www.ausa.org/publications/be-all-you-can-be-suggestions-implementation-army

Grailey, K. E., Murray, E., Reader, T., & Brett, S. J. (2021). The presence and potential impact of psychological safety in the healthcare setting: An evidence synthesis. BMC Health Services, 21(1), 773. https://doi.org/10.1186/s12913-021-06740-6

Kim, S., Lee, H., & Connerton, T. P. (2020). How psychological safety affects team performance: Mediating role of efficacy and learning behavior. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.01581

O’Donovan, R., De Brún, A., & McAuliffe, E. (2021). Healthcare professionals experience of psychological safety, voice, and silence. Frontiers in Psychology, 12, 626689. https://doi.org/10.3389/fpsyg.2021.626689

Patil, R., Raheja, D., Nair, L., Deshpande, A., & Mittal, A. (2023). The power of psychological safety: Investigating its impact on team learning, team efficacy, and team productivity. The Open Psychology Journal, 16. https://doi.org/10.2174/18743501-v16-230727-2023-36

Smeets, L., Gijselaers, W. H., Meuwissen, R. H. G., & Grohnert, T. (2021). Beyond psychological safety — the role of direct supervisor behavior in fostering learning from errors at the workplace. Vocations and Learning, 14, 533–558. https://doi.org/10.1007/s12186-021-09272-6

 

Retired Sgt. Christopher Rodriguez is in the health care administration field at the University of Texas MD Anderson Cancer Center. As a U.S. Army NCO, he served two tours in support of operations in Afghanistan and Jordan, and one in South Korea. He holds a Bachelor of Arts degree in Organizational Leadership, a Master of Science degree in Health Care Administration, and is pursuing a Doctor of Business Administration degree.

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