This paper investigates recent trends and practical approaches to psychological safety in organizational contexts. Defined as a shared belief that a team is safe for interpersonal risk-taking, psychological safety is crucial for fostering learning, performance, and innovation, especially amid growing uncertainty and diversity. The paper examines challenges in remote and hybrid work environments and presents adaptive strategies for sustaining psychological safety. It also introduces Japan-specific practices, including Ryosuke Ishii’s four-factor model and the concept of psychological flexibility. Measurement approaches such as validated surveys and qualitative assessments are discussed. The importance of leadership in balancing high-performance expectations with open communication is emphasized. Psychological safety is not about being agreeable, but about enabling candid dialogue, constructive feedback, and learning from failure. Ultimately, it is positioned as a long-term cultural foundation essential for organizational resilience, well-being, and inclusive innovation.
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