Organisational change, whether it's restructuring, leadership transitions, or strategy shifts, often disrupts the sense of stability employees rely on. This uncertainty can erode psychological safety, leaving people hesitant to speak up or engage fully for fear of judgment or negative consequences.

Restoring and maintaining psychological safety during change is essential for keeping employees motivated, collaborative, and resilient. Here’s how organisations can achieve this:

Acknowledge uncertainty and communicate transparently

One of the fastest ways to lose psychological safety during change is by allowing uncertainty to breed speculation and fear. Leaders can prevent this by:

• Providing regular updates: Share as much information as possible — even if all the answers aren’t clear yet. Employees are more likely to stay engaged when they feel informed.

• Recognising challenges: Acknowledge that change is difficult and validate employees' concerns instead of downplaying them. This honesty builds trust.

• Creating space for dialogue: Encourage employees to ask questions and express their thoughts. Town halls, Q&A sessions, and anonymous feedback channels can help ensure everyone’s voice is heard.

Model leadership behaviours that support psychological safety

During times of uncertainty, employees look to leaders for cues on how to behave. Leaders play a crucial role in setting the tone for psychological safety by:

• Showing vulnerability: Leaders who admit when they don’t have all the answers, or acknowledge their own mistakes, make it safer for employees to do the same.

• Listening actively: Leaders should practise empathetic listening, giving employees their full attention and showing that their concerns are taken seriously.

• Balancing reassurance with honesty: While it’s important to keep morale high, leaders should avoid making promises they may not be able to keep. Trust is easier to maintain than to rebuild.

Strengthen team cohesion and belonging

Social identity theory highlights that people feel safer when they identify with their group. Change can disrupt this sense of belonging, so it’s crucial to reinforce team connections:

• Promote peer support: Encourage mentorship, buddy systems, or peer-led discussion groups to help employees support each other.

• Reinforce shared purpose: Remind employees how their work contributes to the organisation’s bigger goals, especially when roles or structures are shifting.

• Involve employees in the change process: People feel safer when they have a say. Where possible, include employees in decision-making around how changes are implemented.

Reduce social and psychological threats

Organisational change can trigger "fight-or-flight" responses — especially when employees feel their status, competence, or job security is at risk. To ease these social threats:

• Clarify new roles and expectations: Ambiguity fuels anxiety. Clear communication about responsibilities, performance expectations, and timelines helps employees feel more grounded.

• Recognise effort and courage: Publicly acknowledge individuals and teams who contribute ideas, challenge assumptions, or support others during the transition. This signals that constructive risk-taking is still valued.

• Offer psychological safety training: Equip leaders and teams with practical strategies to foster open, respectful communication and address conflicts productively.

Balance psychological safety with accountability

Psychological safety is about encouraging openness — but that doesn’t mean avoiding tough conversations or letting performance slide. To strike the right balance:

• Foster healthy debate: Create a culture where disagreement is welcomed as a path to better ideas, not a sign of disloyalty.

• Set clear performance standards: People need to know they’re safe to take risks, but also that high standards still matter. Psychological safety should empower effort, not excuse complacency.

• Frame feedback as a learning tool: Constructive feedback should focus on growth, not blame. This helps employees feel supported rather than scrutinised.

Adapt strategies to cultural and team dynamics

Different teams — and different cultures — experience psychological safety in unique ways. A one-size-fits-all approach won’t work, so leaders need to:

• Consider cultural norms: In more hierarchical or collectivist cultures, employees may hesitate to challenge authority. Leaders can encourage input by explicitly inviting ideas and questions.

• Adapt to the team’s context: Teams under high pressure (e.g., healthcare, finance, or crisis-response teams) may need a more tailored balance of safety and accountability to maintain both performance and trust.

Consult an occupational or business psychologist

Navigating organisational change — especially when psychological safety is at risk — requires more than good intentions. Consulting an occupational or business psychologist can provide invaluable expertise to:

• Diagnose underlying issues: Psychologists can assess the organisation's culture, team dynamics, and leadership styles to pinpoint barriers to psychological safety.

• Design tailored interventions: They can create evidence-based strategies to rebuild trust, improve communication, and strengthen team cohesion during and after change.

• Support leadership development: Occupational psychologists can coach leaders on fostering a psychologically safe environment while maintaining performance standards.

• Monitor progress: Continuous evaluation helps ensure efforts to restore psychological safety are effective and sustainable.

By bringing in specialised knowledge, organisations can avoid common pitfalls, accelerate recovery, and cultivate a more resilient, engaged workforce.

Conclusion

Restoring psychological safety during organisational change isn’t optional — it’s a critical factor for keeping employees engaged, resilient, and productive. By fostering transparent communication, modelling supportive leadership, strengthening team cohesion, reducing social threats, balancing safety with accountability, and consulting an occupational or business psychologist, organisations can create an environment where employees feel empowered to contribute, even in times of uncertainty.