I’ve discussed psychological safety in the workplace before, but it deserves a deeper look, especially when it is essential for building innovative, high-performing teams.
This concept brings together some of the most valuable lessons in leadership: the art of failure (often misunderstood), workplace equity (particularly relevant given today’s increasing labor actions), and the all-too-often neglected skill of listening.
Admittedly, the term “psychological safety” may sound like therapy jargon, but bear with me.
One common misconception about “creating a culture of failure” is the idea that successful teams aren’t afraid to fail. That’s not quite accurate. The best teams aren’t just unafraid of failing, they’re unafraid to admit when they fail. The difference is subtle but significant. While many workplaces claim to tolerate mistakes, truly effective teams go further by creating an environment where people feel secure acknowledging and discussing their missteps. That’s psychological safety.
Simply put, teams can’t learn from mistakes they can’t admit to.
Toyota understood this nearly a century ago when they introduced the Andon Cord.
This simple tool—now often a button—allows any production line worker to flag a problem. When the cord is pulled or the button is pressed, it triggers an immediate discussion about the issue. If the problem can’t be resolved in minutes, the entire production line stops.
What happens next is crucial: whether or not the issue is quickly fixed, the person who flagged it is thanked. This reinforcement sends a powerful message: it’s not just safe to raise concerns; it’s the right thing to do.
The relationship between psychological safety and the Andon Cord works both ways. Without psychological safety, workers might never pull the cord. Yet each time someone does pull it and is praised, the team’s psychological safety grows stronger. It shows that speaking up is not just accepted but celebrated.
This idea ties into workplace equity and listening. The Andon Cord is Toyota’s way of showing a commitment to listening to every employee, including those on the front lines of production.
While not every workplace can implement a literal Andon Cord, the principle can be adapted. With careful thought, you can create your own version of an Andon Cord. By doing so, your teams won’t just feel safe making mistakes—they’ll feel safe admitting to them, paving the way for continuous learning and improvement.
So, in what ways can you actively listen and show appreciation when team members raise concerns or admit mistakes, reinforcing a culture of trust and psychological safety? What “Andon Cord” equivalent could you implement in your own work environment to encourage people to speak up about issues or challenges they’re facing?