Why Psychological Safety Isn’t Just a “Vibe”
Earlier this year, I wrote about how different generations inherited different beliefs about disability and work: what felt safe to say, what counted as “professional,” and who quietly endured challenges without support. Many people, especially those with disabilities, chronic conditions, or caregiving responsibilities, learned to stay silent to avoid judgment, job loss, or being seen as less capable. These generational experiences shape how safe people feel speaking up today.
In our recent Skill Builder on Multigenerational Workplaces and Accessibility, we picked up that thread and explored how these beliefs influence psychological safety, which simply means people feel safe to ask questions, share concerns, and express their needs without fear of punishment or embarrassment. When psychological safety is strong, people participate more fully. When it’s weak, people hold back.
We asked a simple but important question: if psychological safety isn’t just a “vibe” but something we intentionally build, what does that look like in practice?
When we say “vibe,” we mean the feeling people get when they walk into a workplace. It’s the quick sense of whether a space feels welcoming or uncomfortable. But a good vibe doesn’t appear by chance. It grows from everyday choices: how meetings are run, how managers respond to barriers, how accommodations are handled, and whether curiosity is part of how we communicate. The culture people feel when they enter their workplace comes directly from the habits we build.
The Choices That Can Make or Break Culture
During the Skill Builder, we talked about three areas that can help shape a “psychologically safe” work environment that people can trust: accessibility norms that everyone can rely on, a clear and simple accommodations path, and managers who approach conversations with curiosity, confidentiality, and follow-through. The extent to which leaders consistently implement actions in these areas shapes whether people experience a workplace as supportive or risky.
Curiosity came up again and again as a positive and changemaking leadership skill. In multigenerational teams, assumptions often cause more harm than good. Curiosity helps leaders pause before deciding they already know the answer. It opens space to understand how work is landing and what might be getting in the way. When leaders ask questions like “What would make this easier?” or “I’ve noticed X; what’s your view?”; people feel safer naming their needs without fear of judgment.
How Our Histories Shape What Feels Safe
Curiosity matters because each generation has lived through a different era of work. Some grew up in workplaces where disability was hidden and asking for support felt risky. Others entered the workforce with more language for identity and access. These histories shape what feels possible to say out loud. When leaders recognize this, they can create environments where people don’t have to choose between appearing “professional” and asking for what they need.
Why Curiosity Isn’t Always Easy
Curiosity is simple, but it isn’t always automatic. Many leaders were taught they should already know the answers. Workplaces move quickly, and speed often pushes listening aside. Power differences can make people hesitant to share openly, while leaders may rush to problem-solve instead of understanding the full picture. None of this makes us bad leaders; it simply reflects human habits. But these habits can be changed.
Small Commitments Create Real Change
When we choose curiosity over certainty, we start to see where the real friction is. Maybe the challenge is noise, timing, unmanageable workloads, unclear expectations, or a process that doesn’t match how someone works best. Acting on what we learn, even in small ways, builds trust.
We ended the Skill Builder by inviting participants to choose one small commitment to try over the next 90 days. It might be asking one curious question in one-on-one meetings they have with staff, reviewing meeting norms with the team, or taking a fresh look at the accommodations path. These small moves help shift towards a more psychologically safe environment, one where people do not fear negative assumptions and judgement, but rather can feel free to ask for what they need, can be met with curiosity and compassion, speak up and participate fully in their workplace.
Curiosity is one way leaders practice care. It slows our assumptions, makes room for the stories people carry, and helps us build workplaces where more of us can show up without having to hide, minimize, or “tough it out.” That is good for people, good for teams, and good for the future we are working toward.
Written by Nicole Cammaert, Impact & Engagement Lead
November 25, 2025