Search
Psychological safety describes how safe it feels, in practice, to be yourself at work. To ask a question, challenge a decision, admit a mistake, or say you do not know. It shows up in everyday moments, meetings, emails, quick conversations, and it is shaped by what happens after someone speaks up.
When psychological safety is present, people spend less time managing impressions and more time thinking clearly. They raise risks earlier, share half-formed ideas, and learn faster from errors. The quality of decisions improves because more of what people see and know makes it into the room.
When it is weak, people still look busy and engaged, but important information stays hidden. Problems surface late, challenge becomes rare, and mistakes get repeated quietly. This is rarely deliberate. It emerges from small signals, reactions, interruptions, defensiveness, or silence after someone takes a risk.
Psychological safety is not about comfort or agreement. It is about creating conditions where people can contribute honestly, even when views differ or the stakes are high. It is built through consistent behaviour, not statements of intent.
This talkshop starts with the individual experience. People quietly notice the moments when they hesitate, edit themselves, or decide it is easier to stay silent. A half-formed idea, a concern about a decision, a mistake that feels risky to admit. The session creates space to surface those moments without pressure to perform or impress.
From there, participants explore what drives that hesitation. Past reactions, status, role, timing, personality, perceived risk. People begin to see that silence rarely comes from apathy or lack of care, it usually comes from judgement calls made in the moment. What will happen if I say this. Is it worth it. Will it land badly.
Once those personal experiences are visible, the focus shifts to patterns across the group. Where people feel confident to speak, where they do not, and why. This builds shared understanding of how everyday behaviours shape the climate, tone, and quality of discussion.
The session finishes with clear, practical agreements. Small behavioural shifts that make it easier for people to speak honestly, challenge constructively, and admit uncertainty. Nothing abstract. Just simple rules the team commits to using in real conversations, when it matters.
Psychological safety describes how safe it feels, in practice, to be yourself at work. To ask a question, challenge a decision, admit a mistake, or say you do not know. It shows up in everyday moments, meetings, emails, quick conversations, and it is shaped by what happens after someone speaks up.
When psychological safety is present, people spend less time managing impressions and more time thinking clearly. They raise risks earlier, share half-formed ideas, and learn faster from errors. The quality of decisions improves because more of what people see and know makes it into the room.
When it is weak, people still look busy and engaged, but important information stays hidden. Problems surface late, challenge becomes rare, and mistakes get repeated quietly. This is rarely deliberate. It emerges from small signals, reactions, interruptions, defensiveness, or silence after someone takes a risk.
Psychological safety is not about comfort or agreement. It is about creating conditions where people can contribute honestly, even when views differ or the stakes are high. It is built through consistent behaviour, not statements of intent.
The informality of our workshops enables participants to relax, express themselves freely and find common ground with others. This lends itself perfectly to ideation and team-building by encouraging positive interactions and idea sharing.
We're glad you asked! Simply put, a Talkshop is a cross between a talk and a workshop. They're short, punchy, thought-provoking sessions. We take a key concept and explain it clearly, then help your team explore it together to understand how it can help them in their work.
It works just as well virtually, with tools adapted for online delivery. In fact, remote teams often benefit most from building a shared understanding of strengths, as these things are harder to spot when you’re not co-located.
No one’s singled out. Exercises are collaborative, with the option to share at your own pace. You’ll practise with realistic scenarios (not roleplay drama) and everything is built for a respectful, low-pressure environment.
Not at all. The workshop is structured and lightly facilitated to keep things comfortable and purposeful. It’s not therapy, and nobody has to overshare. We use simple, well-designed exercises that get people talking naturally with plenty of positive energy.
