Psychological Safety Diagnostic
Assess the climate for speaking up, learning from mistakes, asking for help and challenging assumptions—while keeping accountability and performance standards visible.
Make candour safer without lowering the standard.
The tool uses an original INDENTRA educational adaptation of psychological-safety concepts associated with Amy Edmondson. Learners manipulate team-climate conditions directly and observe how speaking-up capacity, learning behaviour and risk signals change.
Psychological Safety Diagnostic — Step by Step
Eight locked stages examine voice, learning, inclusion, leader behaviour, hierarchy pressure, a retaliation shock and management review.
Establish the Psychological Safety Context
Safety Profile, Accountability Climate and Intervention Priority
Reveal the team context to begin.
Psychological safety supports learning behaviour under interpersonal risk.
Voice
People can raise risks, question assumptions and disagree respectfully without expecting interpersonal punishment.
Learning
People can admit uncertainty, mistakes and help needs early enough to learn and correct the problem.
Inclusion
People experience respect and genuine invitation to contribute regardless of role, function or seniority.
Safety is not low accountability
Psychological safety should coexist with clear performance standards, decision rights and responsible follow-through. High safety with weak accountability can create comfort without execution; high accountability with low safety can create anxiety and silence.
Educational use
This is an original INDENTRA educational diagnostic inspired by psychological-safety research associated with Amy Edmondson. Scores are illustrative development signals, not a validated psychometric assessment or a permanent label.
Build Your Own Team-Climate Scenario
Experiment Mode is isolated from the guided demonstration. Adjust all ten climate conditions and observe the safety profile, accountability zone and intervention priority.
Quick Knowledge Check
Psychological Safety Leadership Cues
Invite Voice
Ask what you may be missing, request dissenting views and make space for lower-status participants before closing the discussion.
Respond Productively
When someone raises a concern, show curiosity before judgement. Separate the quality of the message from whether you agree with it.
Normalize Learning
Treat reasonable mistakes, uncertainty and help-seeking as information for learning while keeping negligence and repeated avoidable failure accountable.
Reduce Hierarchy Pressure
Use round-robin input, pre-mortems, anonymous channels or explicit dissent roles when status differences suppress candour.
Keep Standards High
Psychological safety is not comfort. Clarify performance, conduct, decision and follow-through expectations.
Repair Visible Damage
If a leader responds poorly to candour, acknowledge it publicly enough to restore the social signal that legitimate speaking up is still valued.
Invite voice, respond constructively to bad news, reduce unnecessary hierarchy pressure and pair candour with clear accountability.