To assess if your organization is ready to bring in psychological safety sustainably—not as a one-time initiative but as a lasting cultural shift—you’ll want to evaluate leadership mindset, system readiness, employee climate, and alignment with strategic priorities.
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Question 1 of 25
How well do your leaders understand what psychological safety truly is—and what it’s not?
Deeply understand and communicate it accurately
Some understanding, but lack confidence or clarity
Minimal understanding or common misconceptions
Not sure
Question 2 of 25
Are senior leaders willing to model vulnerability, admit mistakes, and receive feedback openly?
Consistently model these behaviors
Occasionally do so, with some hesitation
Rarely model vulnerability
Not sure or varies by leader
Question 3 of 25
Is there a commitment from leadership to long-term cultural change, not just a one-time initiative?
Strong long-term commitment with a clear roadmap
Some interest, but no formal commitment yet, need support for roadmap and budget allocation
Little to no demonstrated interest, more of a check-off the list item
Question 4 of 25
Does leadership appreciate hearing bad news, potential or active problems, dissent, or that people need help? Or does leadership think we are struggling with under-performing teams?
Appreciates
Think teams are struggling
Not sure, it varies
Question 5 of 25
How does leadership currently respond to dissent, failure, or bad news?
Encourages it as part of learning and innovation
Tolerates it but doesn’t reward or encourage
Discourages, punishes or excludes the employee or contractor
Silences or let’s employee or contractor go
Question 6 of 25
Do existing systems reward openness, learning, and respectful challenge?
Strongly supports, reinforces, celebrates these behaviors
Somewhat aligned but inconsistent
Systems focus mostly on output and compliance
Question 7 of 25
Are there processes in place for addressing interpersonal harm in a trust-building way?
Yes, they are clear, consistent, and accessible
Somewhat, but underutilized or unclear
Rarely or never addressed directly
Question 8 of 25
Is there a budget and dedicated resources to support ongoing psychological safety efforts?
Yes, fully funded and supported
Somewhat allocated resourced, but no long term plan
No budget or resources allocated
Question 9 of 25
Does your organization plan to budget for including Contractors in any education or scans on psychological safety?
No budget or resources will be allocated for Contractors
Not for Contractors or Employees
Question 10 of 25
Do employees feel safe giving upward or cross-functional feedback?
Yes, across most teams and functions
Sometimes, depends on the context
Rarely, fear or hierarchy prevents it
Question 11 of 25
Are people regularly encouraged to raise concerns, share ideas, or admit uncertainty?
Frequently and openly encouraged
Occasionally supported
Rarely encouraged or modeled
Question 12 of 25
Do underrepresented voices feel heard and valued?
Yes, consistently and intentionally
Sometimes, but inconsistently
Not currently prioritized
Question 13 of 25
Is there trust between departments, levels, and roles?
High trust is the norm
Some trust, with occasional silos or territorial issues
Widespread distrust or fear
Question 14 of 25
How will psychological safety be measured over time?
Using a reliable tool (e.g., Fearless Organization Scan)
Planning to implement something soon
No measurement in place yet
Question 15 of 25
Who will be accountable for sustaining psychological safety?
Specific roles and teams are clearly responsible - Human Resources or DE&I
Our Project Management Office (PMO), Value Management Office (VMO), Agile Transformation Office (ATO) with a deeply knowledgeable person dedicated to guiding the organization
Vaguely defined accountability
Question 16 of 25
What is the level of psychological safety myth awareness in your organization?
Myths are actively addressed and debunked
Some awareness, but limited action
Myths still influence understanding and decisions
Question 17 of 25
Is there a history of initiative abandonment that might create skepticism?
Yes, and it’s acknowledged and being addressed
Yes, but not directly addressed yet
No known recent history of this that would impact
Question 18 of 25
Has middle management resistance--and the risk of weaponizing psychological safety--been addressed?
Yes, we’ve engaged managers proactively and clarified the purpose to avoid misuse
Some awareness, but deeper alignment and education are still needed
Resistance is present and may lead to performative or misused efforts that harm trust
Question 19 of 25
Is stress, burnout, or emotional toll acknowledged and supported?
Yes, openly discussed, supported, work-life balance is top priority
Occasionally addressed
Rarely acknowledged or seen as weakness
Question 20 of 25
How are failures treated in your organization?
As learning opportunities, shared and celebrated
Quietly tolerated but not discussed
Often punished or covered up
Depends on who is involved
Question 21 of 25
Do employees feel seen, heard, and respected by their colleagues and supervisors?
Yes, this is a consistent cultural strength
Sometimes, varies by team
New Choice Rarely or inconsistently experienced
Question 22 of 25
Have employees been invited to learn what psychological safety means?
Yes, through structured conversations or workshops
Some informal discussion, but not formalized
One-time hour long workshop with nothing actionable beyond
No plan in place
Question 23 of 25
Does leadership feel they have high-performing teams when they are hearing good news, progress reports, agreement, and that all is well?
Yes
No
Question 24 of 25
Is there a plan for the creation of team/working/social agreements or shared norms?
Yes, currently in progress or completed
Discussed but not implemented
Question 25 of 25
Would you like Shari at InKNOWnative to reach out to you?