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- Vol 2 RE: Chapter 12
- Vol 6 RE: Chapters 2, 5, 6, 7, 8, 10, App D, App E
psychological safetyorganisational learningspeaking upintelligent failureleader inclusivenessworkplace innovationlearning climateBook Evidence summaryAt a glance
Edmondson argues that organisations doing uncertain, interdependent knowledge work need psychological safety: a climate in which people can ask questions, admit mistakes, offer ideas, and challenge assumptions without fear of humiliation or retaliation. Drawing on research and cases from healthcare, aviation, manufacturing, technology, and other settings, she shows how silence can conceal weak signals and prevent learning, while candour supports experimentation, innovation, and adaptation.
Key ideas
Safety is not niceness, consensus, immunity from consequences, or reduced performance standards. High-performing environments combine psychological safety with clear, demanding expectations. Leaders build such conditions by framing work as a learning problem, acknowledging their own fallibility and dependence on others, inviting participation specifically, and responding productively when people speak up. They must also distinguish intelligent failures in new territory from preventable violations.
Why it matters
The book offers diagnostic questions and practical actions, while emphasising that safety emerges from repeated interpersonal and organisational signals rather than a slogan or one-time workshop.
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Edition abbreviations
- TE
- Teacher Edition
- PE
- Practice Edition
- RE
- Research Edition
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