The masterclass explored the critical concept of Psychological Safety—what it is, why it matters, and how leaders can foster it across their teams and organisations.
Led by Ivan Hollingsworth, Associate, Aqua and Lee Knowles, Senior Improvement Advisor, Aqua, the session delved into how psychological safety underpins key priorities such as patient safety, freedom to speak up, and employee engagement.
Psychological safety, defined by Harvard Professor Amy Edmondson as "a shared belief that the team is safe for interpersonal risk-taking", is the foundation for high-performing, resilient teams. It’s not just about leaders feeling confident to speak—it’s about ensuring that every voice can be heard, especially those of newer or more junior team members.
When psychological safety is present:
People are more likely to share ideas, raise concerns, and learn from mistakes
Teams benefit from improved creativity, innovation, and productivity
Organisations see stronger employee engagement, retention, and collaboration
The session encouraged leaders to reflect on their role in creating and sustaining psychologically safe environments, where:
Diverse perspectives are welcomed
Mistakes are openly acknowledged and used as learning opportunities
People feel safe to challenge, question, and contribute
Importantly, Edmondson’s research shows that the best teams may appear to make more mistakes—not because they are less competent, but because they have a culture where mistakes are reported and learned from.
Building this culture requires intentional effort. Leaders play a pivotal role in:
Modelling vulnerability and openness
Responding to feedback constructively
Creating an environment where learning and growth are valued over blame
Further information