绩效与文化 • 7 分钟阅读
如何在团队中建立心理安全感
MAY 18, 2026
Google 的 Aristotle 项目发现，心理安全感是高绩效团队最强的预测因素。以下是管理者如何有意识地建立它。
在实践中它是什么样子
Psychological safety is visible in specific team behaviours. In teams with high psychological safety: people speak up in meetings even when their view contradicts the majority, mistakes are surfaced early rather than hidden, questions are asked openly rather than only in private, and disagreement is expressed directly rather than through passive resistance. In teams with low psychological safety: meetings are characterised by silence from junior members, problems emerge only after they have grown significantly, and the safest strategy for most team members is to say nothing that could be wrong.
建立安全感的四种行为
Amy Edmondson 的研究识别出四种最与建立心理安全感相关的管理者行为：将工作框定为学习问题而不是执行问题，坦诚承认自己的不完美并公开说明自己的不确定和错误，真正保持好奇心——提出真诚的问题并积极倾听回答，以及回应问题性言语行为（指责、批评、侮辱）时，把对话重新引导回解决问题，而不是任其无人制止。这些行为可以被有意识地练习，而且它们对团队安全感的影响可以在一到两个调查周期内测量出来。
