We develop teams in which people speak openly, take responsibility and work together at a high level. Data-driven and scientifically grounded in the research of Harvard professor Amy C. Edmondson – as the exclusive partner of “The Fearless Organization” in Germany.
Free initial consultation“In professional sport you immediately feel whether a team is real. In companies you often only notice when it is too late. We make it visible earlier – and changeable.”
Deniz Aytekin
Keynote speaker & entrepreneur
Why psychological safety decides
Because the numbers show the impact
A selection of current studies from leadership, team performance and psychological safety – curated in the context of collaboration, responsibility and performance.
- higher performance in psychologically safe teams (McKinsey, 2020)
- +35%
- experience low psychological safety at work (APA, 2024)
- 49%
- work to rule or have already quietly quit (Gallup, 2024)
- 91%
- do not fully trust their manager (Gallup, 2024)
- 79%
The scientific basis
Not our opinion, but Harvard research.
We work with the concept of psychological safety developed by Amy C. Edmondson, Professor of Leadership and Management at Harvard Business School. For more than 20 years it has been the best empirically supported model for high-performing teams.
Amy C. Edmondson
Harvard Business School
The safety to speak up
An organisation in which people feel safe to:
- raise risks
- openly admit mistakes
- ask questions
- voice concerns
- bring in innovative ideas
… without fear of humiliation, exclusion, judgement, loss of face or sanction.
Common misconceptions
Psychological safety is not:
- harmony
- conflict avoidance
- being nice
- a free pass for mistakes
- lowering performance standards
… but performance-oriented openness.
How is psychological safety measured?
Psychological Safety Index (PSI)
The Psychological Safety Index uses one clear metric to show how much openness, trust and responsibility a team actually lives – the basis for sustainable performance. The measurement is anonymous, data-based and scientifically grounded in the work of Prof. Amy C. Edmondson, across the following four dimensions:
Risk & failure
How openly are mistakes addressed? Who dares to take risks or make difficult topics visible – and under what conditions?
Inclusion & diversity
Are different perspectives really heard, included and valued? Or do people adapt instead of openly disagreeing?
Open conversations
Is not knowing allowed? Are questions and concerns raised openly – or rather held back?
Helpfulness
How natural is it in the team to ask for support – and to give help? How strong is the trust in the collaboration really?
How the team check works
From gut feeling to clarity in five steps.
The team check is the starting point of our collaboration. Clearly structured, scientifically grounded and designed so that leader and team take joint responsibility for their development from the very beginning.
- 1
Preparation call with the team lead
Clarifying the situation, goals and expectations with the leader.
- 2
Briefing with the team
A joint kick-off – we explain background, benefits and process. Voluntariness and anonymity in the team check are essential.
- 3
Scan survey
An anonymous, scientifically validated survey of the team as an objective data basis for development.
- 4
Debriefing workshop with the team
Joint analysis of the results – we uncover blind spots, create understanding and develop concrete changes.
- 5
Follow-up with the team lead
Reflecting on the process with the leader to integrate the insights into everyday leadership.
Team development programme Real Teams
Ready for real team development?
Find out on echteteams.de how psychological safety becomes measurable and how teams develop their collaboration in a targeted and sustainable way.
Learn more on echteteams.de