Join getAbstract to access the summary!

The Fearless Organization

Join getAbstract to access the summary!

The Fearless Organization

Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth


15 min read
10 take-aways
Audio & text

What's inside?

Leadership expert Amy C. Edmondson explores censorship in the workplace and reveals its consequences.

Editorial Rating



  • Analytical
  • Applicable
  • Hot Topic


Leadership expert Amy Edmondson defines a fearless organization as one in which people feel psychologically safe – enjoying protection from ridicule or penalties when they share their ideas, feedback and constructive criticisms. Where this happens, firms benefit from better ideas, greater risk taking, more learning and fewer disastrous decisions. Few firms, however, exhibit fearlessness. Leaders’ conscious and subconscious behaviors – including actions, words and even subtle cues – suppress alternative views. Employees won’t share ideas and opinions for fear of looking foolish, offending others, damaging relationships or losing their jobs. Edmondson’s deep if sometimes repetitive exploration of the harmful repercussions of self-censorship is a valuable addition to books on leadership, employee engagement and HR. Her insights will benefit leaders at every level. By taking the actions she recommends, leaders can substantially improve their teams, divisions and organizations as well as their employees’ lives.


Safety First

Imagine a workplace where people feel free to share their reactions, opinions and constructive criticism without fear of reprisal – where all ideas, questions and feedback elicit appreciation and an earnest response instead of rebuke or ridicule. Imagine how organizations in creative or knowledge-based industries could benefit from having everyone’s ideas. Imagine how many lives hospitals could save if nurses felt not only safe but obligated to question other nurses and physicians respectfully. Imagine how the United States could have avoided the Columbia and Challenger space shuttle disasters, if only junior engineers had felt secure enough to raise their concerns.

Most organizations pay lip service to psychological safety, but don’t provide it. This discourages risk taking, idea sharing and rigorous decision making. In fearless organizational cultures, people feel ethically obligated to speak up, share knowledge and ideas, and offer constructive feedback. This accelerates learning and knowledge sharing among employees.

Welcoming ideas – and recognizing...

About the Author

Amy Edmondson teaches leadership at Harvard Business School. Her research into leadership, teams and psychological safety has put her on the Thinkers 50 global list since 2011. 

Comment on this summary

  • Avatar
  • Avatar
    L. G. 3 days ago
    all is good.
  • Avatar
    C. S. 1 month ago
    Very interesting and appropriate for a time of great vulnerability in the workplace, we need to respect people, their feelings and contribute to an extremely open and diverse environment. Respect people, listen to them and make people empowered, doing and becoming part of the work, respecting ideas, generating creativity and interest in participating in the entire process. Leadership, and I include myself in this, must always be an example of encouraging communication, empathy, valuing diversity, inclusion and providing an environment that is always inclusive, anti-harassment and anti-discrimination, reflecting a positive environment, resulting in clear communication, opportunity to speak and listen and consider different perspectives.
  • Avatar
    N. G. 2 months ago
    It was very resourceful information

More on this topic

By the same author

In our Journal