Standard : Psychological safety is measured and actively improved
Purpose and Strategic Importance
This standard ensures psychological safety is not left to chance but treated as a measurable, improvable component of high-performing teams. It empowers individuals to speak candidly, challenge ideas constructively, and take informed risks without fear of judgment or punishment.
Aligned to our "Psychological Safety First" and "Post-Incident Learning Culture" policies, this standard supports learning, innovation, and resilience. Without it, issues remain hidden, feedback loops break down, and the full potential of people and teams is lost.
Strategic Impact
- Stronger team cohesion and trust
- Faster surfacing of risks, blockers, and innovative ideas
- Better engagement, morale, and retention
- Higher velocity with fewer silent failure modes
- Organisational transparency and leadership responsiveness
Risks of Not Having This Standard
- Suppressed feedback and hidden issues
- High levels of stress, disengagement, or burnout
- Blame culture and poor post-incident learning
- Lack of innovation due to fear of failure
- Weak signal detection for cultural or operational problems
CMMI Maturity Model
Level 1 – Initial
| Category |
Description |
| People & Culture |
Psychological safety is not openly discussed.
Teams are hesitant to speak up or challenge decisions. |
| Process & Governance |
No mechanisms exist for raising concerns or feedback safely. |
| Technology & Tools |
No tools or channels exist for feedback or signal detection. |
| Measurement & Metrics |
No measurement or visibility into team psychological safety. |
Level 2 – Managed
| Category |
Description |
| People & Culture |
Leaders occasionally invite feedback but psychological safety varies between teams. |
| Process & Governance |
Retrospectives may explore safety informally, with mixed follow-through. |
| Technology & Tools |
Basic feedback mechanisms (e.g. surveys) are occasionally used. |
| Measurement & Metrics |
Some teams measure safety ad hoc but outcomes are not tracked systematically. |
Level 3 – Defined
| Category |
Description |
| People & Culture |
Psychological safety is a recognised topic in team charters, rituals, and retrospectives. |
| Process & Governance |
Regular safety check-ins are part of team health reviews and post-incident practices. |
| Technology & Tools |
Tools support anonymous feedback and safety assessments. |
| Measurement & Metrics |
Psychological safety is reviewed quarterly and informs leadership insight. |
Level 4 – Quantitatively Managed
| Category |
Description |
| People & Culture |
Safety scores and behavioural indicators inform team improvements. |
| Process & Governance |
Data informs leadership, coaching, and team interventions. |
| Technology & Tools |
Dashboards visualise trends and enable comparison across teams or time periods. |
| Measurement & Metrics |
Safety is tracked against engagement, velocity, and incident trends. |
Level 5 – Optimising
| Category |
Description |
| People & Culture |
Teams reflect deeply on safety, inclusion, and improvement during regular learning cycles. |
| Process & Governance |
Safety is embedded in strategic planning, leadership rituals, and cultural retrospectives. |
| Technology & Tools |
Feedback and safety tools provide real-time insights, flagging risks or breakdowns early. |
| Measurement & Metrics |
Psychological safety is measured both qualitatively and quantitatively and used to drive cultural and organisational evolution. |
Key Measures
- Psychological safety pulse survey scores and trends
- Retrospective feedback participation rates
- % of teams conducting regular safety reviews
- Incident and post-mortem feedback participation
- Leadership responsiveness and closure loop times
- Linkage between safety scores and engagement, delivery velocity, or attrition