A common misconception is that psychological safety means being comfortable and polite. In reality, it's the capacity to have necessary, difficult conversations—challenging ideas or giving honest feedback—that allows a team to flourish. A culture that feels too polite is likely not psychologically safe.
Organizations default to a "doing mode" of communication—instrumental, short-term, and goal-focused. This crowds out the "spacious mode," which is expansive, unhurried, and necessary for insight, creativity, and building relationships. The problem isn't busyness, but an imbalance between these two essential modes.
When organizational cultures fail to improve psychological safety or adopt better habits, the most frequent reason given is a lack of time. This isn't a simple resource issue but a systemic excuse that masks a deeper reluctance to create space for conversations that matter.
Organizations mistakenly focus on training silent employees to speak up. The more effective approach is to recognize that how you show up—regardless of your place in the hierarchy—directly affects the voices of those around you. The problem lies within the system and individual impact, not with the silent person.
We tend to generously assess our own listening skills because we know our intent was to listen well. However, we judge others' listening based solely on their observable behavior. This cognitive gap leads most people to believe they are good listeners while their colleagues are not.
Teams stuck in a relentless, task-focused "doing mode" often make poor choices without realizing it. To break this cycle, intentionally introduce dissonance through conflict, a devil's advocate, or an external voice. This "dig in the ribs" forces the team to pause, look up, and reconnect with their wider purpose.