Beyond Safe: The Rise of Psychological Safety Fatigue

By Crystal Small | Intentional Steps Ltd

“Let’s make this a safe space.”

We say it often — in coaching, in leadership, in teams. The phrase is well-intentioned, a signal of care and respect. But lately, I’ve noticed something subtle yet significant: safety has started to sound… tired.

Not because it’s unimportant — quite the opposite. But because it’s become overused and under-understood.

And perhaps, in our pursuit of safety, we’ve forgotten that safety alone doesn’t make people brave.

When Safety Turns Into Comfort

The original concept of psychological safety, coined by Amy Edmondson, was never about comfort.

It was about freedom from fear — the ability to speak up, take risks, and admit mistakes without retribution.

But somewhere in the translation from theory to workplace culture, safety has morphed into softness.

It’s become a promise that no one will feel challenged, uncomfortable, or stretched.

And in doing so, it risks muting the very growth it was meant to support.

When “safe” becomes synonymous with “comfortable,” feedback gets diluted, truth gets delayed, and innovation gets lost under politeness.

The Psychology of Safety vs. the Psychology of Growth

The human brain craves safety — it’s wired into our nervous system. The amygdala constantly scans for threat, and when we feel psychologically unsafe, it triggers a stress response that shuts down higher-order thinking.

That’s why safety is essential — it keeps the cognitive system open.

But here’s the paradox: growth and learning also require discomfort.

From a neurological standpoint, stretching into the unknown activates the same circuits that register uncertainty as risk. The difference between threat and growth lies in context.

Safety says: “You won’t be punished here.”

Bravery says: “You might be uncomfortable, but you won’t be abandoned.”

How Safety Fatigue Shows Up

Many coaches, leaders and facilitators now describe a quiet tension in their groups — people who are technically “safe,” yet hesitant to engage deeply.

You might notice:

• Surface reflection rather than authentic disclosure.

• Polite agreement that replaces honest debate.

• Dependence on reassurance before taking a step forward.

This is psychological safety fatigue — when the constant emphasis on protecting feelings begins to dull the edges of honest dialogue.

The Cost of Over-Protection

When we protect people from all discomfort, we unintentionally communicate:

“You can’t handle challenge.”

And the moment that message is internalised, agency erodes.

What begins as compassion turns into containment.

People stop taking risks not because they’re unsafe — but because they’re unpractised in courage.

Towards Psychological Bravery

The next evolution in leadership and coaching may not be more safety — it may be better balance.

What if we redefined safety as a container strong enough to hold discomfort?

What if our goal was not just to protect, but to prepare — to help people build the inner resources to face challenge without collapsing under it?

Psychological bravery is not the opposite of safety.

It’s safety in motion — the moment when trust meets truth.

For Coaches and Leaders

Creating that balance means:

• Normalising discomfort as part of learning, not as evidence of failure.

• Holding tension instead of rushing to soothe it.

• Inviting accountability with empathy, not avoidance.

• Checking intention: Are we prioritising safety because it serves the client, or because it soothes our own discomfort as coaches?

So perhaps the question isn’t, “How do we make it safer?”

But rather,

“How do we make it safe enough for truth?”

Because safety without honesty is a lullaby.

Bravery with trust — that’s where transformation begins.