Psychological safety is one of the most valuable aspects of any workplace. It shapes how openly we share ideas, admit mistakes, give feedback, and even challenge each other. But in our experience, it doesn’t take much to disrupt this safety. Subtle behaviors often become regular habits that silently break down trust and leave teams hesitant or disengaged.
We have seen how these small, repeated actions drain positive energy and increase anxiety. It's often the everyday patterns—not just big, dramatic mistakes—that set the tone for how psychologically safe people feel at work. If we want people to feel confident contributing their best, we need to be aware of the habits that stop that from happening.
Here we name eight damaging habits, why they matter, and what we can do instead. It’s not enough to simply encourage “open culture.” We need to notice—and stop—the silent mistakes that eat away at safety, trust, and presence.
Interrupting and talking over others
Even with the best intentions, many of us interrupt. Sometimes it’s eagerness, or an urge to add value quickly. But for those spoken over, it sends another message: Your voice is not as valuable here.
We have found that consistent interruptions make people withdraw. They stop sharing, or start filtering their words. Instead, we can focus on pausing before responding, waiting for genuine silence, and reflecting back what we heard before adding our perspective. Little changes help everyone feel heard.
Reacting defensively to feedback or mistakes
Mistakes happen everywhere. But when managers react with criticism, sarcasm, or irritation, people learn to hide problems. Defensiveness, whether through blaming others or minimizing concerns, quickly teaches teams not to ask questions or speak up.
We think a simple shift—thanking a person for their honesty, exploring their perspective, and looking for solutions—has more impact than any formal policy.
“Thank you for telling me. What led up to this?”It shows strength, not weakness, to look inward when issues arise.
Favoring certain people or cliques
Favoritism doesn’t require obvious bias. Sometimes, it happens when we naturally connect with people who match our own style or background. When this pattern repeats, others sense they are outsiders. Voices are lost, and ideas shrink to what the “in group” thinks is safe.
We have seen huge changes simply by giving the spotlight to quiet contributors, rotating meeting leads, or inviting feedback from everyone—not just the usual voices. These habits turn a fragmented team into a creative, trusting group.
Mocking, sarcasm, or passive-aggressive comments
We have all heard small jokes or ironic remarks made “in fun.” What seems playful to one person can feel dismissive or mean-spirited to another. Even minor sarcasm can cause people to hold back, fearing they’ll become the next target.
This creates a cycle: people stop speaking honestly, then tension builds in private. We believe that addressing humor with curiosity—asking “Did you mean it that way?”—helps set a new tone where people feel safer and more respected.
Constantly focusing on blame, not solutions
Accountability is meaningful, but relentless blame puts people on the defensive. When we spend more time asking “Who did this?” than “How can we fix it?”, we move away from learning and toward fear.
We have found that shifting the focus to “what can we do now?” and “what could prevent this next time?” brings relief. It tells people we’re in this together.
Dismissing concerns or new ideas quickly
When someone raises an alternative viewpoint or a worry and the response is “We already tried that” or “It’s not an issue,” trust dampens. Over time, team members stop offering ideas, and the group becomes less adaptive.
We recommend encouraging ideas—even ones we might doubt at first. Responding with “Tell me more,” or “What would that look like?” opens the door, rather than closing it. Teams thrive when every idea is considered without quick judgment or dismissal.
Withholding information or feedback
Transparency is a core element of psychological safety. When people feel left in the dark—about decisions, changes, or even feedback—they sense they are not trusted. Sometimes, leaders hold back to “protect” team members from stress, but the result is usually anxiety and confusion.
We have seen that sharing context, even when it’s incomplete, helps people feel included and valued. Equally, regular and honest feedback helps people improve and feel secure. An environment with open communication helps everyone know where they stand.
Setting unclear expectations or shifting goals
Consistent changes in goals, changing standards, or vague direction leave people confused and anxious. When we do not know what is expected—or if the target changes without warning—we struggle to decide where to focus our efforts.
Clarity can be as simple as restating priorities, or inviting questions about “what done looks like.” We encourage teams to document roles, key outcomes, and project timelines.
Clear expectations give people a sense of purpose and reduce insecurity.
Conclusion: Change the habits, create lasting trust
Psychological safety is not an abstract concept—it’s a daily practice. In our experience, even the smallest shift in behavior, repeated often, can build trust and unlock the energy and creativity of a team.
By noticing and replacing these eight damaging habits, we move towards a culture where people are free to think, question, and support each other without fear.
The real test of a team’s culture is not found in mission statements or posters on the wall, but in the words and actions we choose, day after day. When safety grows, so does innovation, learning, and true connection.
Frequently asked questions
What is psychological safety at work?
Psychological safety at work means that people feel able to speak up, share ideas, admit mistakes, and express concerns without fear of embarrassment or punishment. It is about trust and mutual respect, where everyone’s voice matters.
What habits destroy psychological safety most?
Habits like interrupting others, reacting defensively, showing favoritism, using sarcasm or mockery, focusing on blame, dismissing new ideas, withholding information, and creating unclear expectations can all break psychological safety. These behaviors slowly reduce trust and openness.
How can I improve psychological safety?
We can improve psychological safety by encouraging open communication, listening fully before responding, asking for ideas from everyone, sharing information transparently, and responding to mistakes with curiosity instead of blame. Clear roles and regular feedback also help.
Why is psychological safety important?
Psychological safety helps teams collaborate, innovate, learn quickly, and stay engaged. When people feel safe, they take more initiative, learn from mistakes, and support each other.
How do I identify unsafe work habits?
You can spot unsafe habits by listening for interruptions, seeing who gets included or left out, noticing sarcasm or defensive reactions, and watching how mistakes are handled. If people seem quiet, guarded, or worried about sharing, safety may be at risk.
