We now know that psychological safety emerges as a property of a group, and that groups in organizations tend to have very interpersonal climates. Even in a company with a strong corporate culture, you will find pockets of both high and low psychological safety.

Their work shows that psychological safety makes it easier for people to speak up about problems and to alter and improve work processes rather than engaging in the counterproductive workarounds.

When I studied top management teams with action scientist Diana Smith, we analyzed detailed transcripts of their conversations to show how a psychologically safe climate for candid discussion of strategic disagreement can be created, even in high-level teams confronting strategic challenges, and how this can enable productive decision-making.

I don't mean to imply that working in a fearless organization takes more effort or a tremendously difficult undertaking. It doesn't. But initially, when we've been entrenched in fear and its attendant mental frameworks, it's not always obvious.

In sum, leaders who are approachable and accessible, acknowledge their fallibility, and proactively invite input from others can do much to establish and enhance psychological safety in their organizations. Powerful tools, indeed.