The Role of Psychological Safety in Preventing Near Misses. By Louise Dennison O’Shaughnessy
Near misses are one of the most valuable indicators of risk in any organisation. They reveal weaknesses, highlight system failures and offer opportunities for learning long before harm occurs. Yet many near misses are never reported. Workers stay silent because they feel embarrassed, fearful or uncertain about how their information will be received.
This is where psychological safety becomes essential. Psychological safety is the shared belief that people can speak up without fear of blame, judgement or negative consequences. In my experience it is one of the strongest predictors of reporting rates, learning quality and incident prevention.
At EHS International, we see that organisations with high psychological safety experience more near miss reporting and fewer serious incidents. The link is direct and powerful. Some organisations build psychological safety by having team leads share a “Mistake of the Month,” reflecting honestly on an error they made and what they learned from it. When leaders model accountability and openness in this way, it creates a culture where speaking up, asking for help, and learning from setbacks feels safe and normal.
- Workers only report when they feel safe to do so
If workers believe they will be criticised, blamed or ridiculed, they will not report a near miss. Silence becomes the safer option. This silence removes vital opportunities for learning.
Psychological safety requires leaders to:
- Respond calmly
- Avoid blame
- Focus on understanding
- Thank workers for speaking up
A single supportive response can improve reporting across an entire team.
- Near misses reflect system failures, not personal failure
Workers often interpret near misses as personal mistakes. They fear judgement rather than recognising that near misses are usually caused by system design, workload, environment or conflicting priorities.
Leaders must reinforce that near misses highlight where the system needs strengthening.
- Teams with low trustnormaliseunsafe conditions
When psychological safety is low, workers become used to unsafe conditions because raising concerns feels risky. Hazards go unchallenged. Assumptions go unquestioned. Near misses become part of the job rather than indicators of risk.
Psychological safety breaks this pattern by encouraging open discussion, shared problem solving and active ownership.
- Early reporting prevents escalation
A near miss that is reported and addressed early avoids future incidents. Without reporting, organisations lose visibility of emerging trends, behavioural drift or hidden hazards.
High psychological safety produces:
- Increased visibility of weak signals
- Better identification of behavioural patterns
- Stronger understanding of frontline experience
- Faster organisational response
- Supervisors shape psychological safety daily
Supervisors are the most influential figures in creating safe reporting cultures. Their tone, reaction and presence determine whether workers feel comfortable speaking up.
To strengthen psychological safety, supervisors should:
- Ask open questions
- Check in with workers regularly
- Share their own mistakes to model vulnerability
- Reinforce learning, not blame
When supervisors lead with empathy, workers follow. The greatest asset in any organisation is its people. When employees are supported, engaged and mentally well, performance follows and so does long term success.
In fact, according to Gallup, organisations with highly engaged teams see 23 percent higher profitability compared with those that are disengaged. Investing in people and improving psychological safety is not a perk or a nice to have; it is one of the smartest and most commercially sound decisions any organisation can make.
Psychological safety turns near misses into learning
The most effective organisations view near misses not as failures, but as opportunities to strengthen their systems. Psychological safety ensures these opportunities are captured.
At EHS International, we support organisations in building environments where people feel safe to speak, safe to report and safe to learn. This single cultural shift prevents more incidents than any policy ever could.
Thank you for reading about: The Role of Psychological Safety in Preventing Near Misses
About the Author: Louise Dennison O’Shaughnessy
Louise Dennison O’Shaughnessy is the Director of Mental Health & Wellness at EHS International, specialising in workplace mental health training and resilience-building. With over a decade of experience, Louise is a certified Mental Health Instructor, First Aid Trainer, and registered EMT. She is passionate about fostering supportive work environments, reducing absenteeism, and improving employee well-being through innovative training programmes.
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Resources for those in need of Mental Health Support.
At EHS International, we believe that having access to the right support at the right time can make all the difference. That’s why we’ve carefully curated a comprehensive list of trusted organisations dedicated to crisis intervention, counselling, and ongoing mental health services.
Moreover, these resources are designed to empower individuals, families, and workplaces with the tools and guidance they need to navigate mental health challenges effectively. Whether you’re seeking immediate assistance, exploring long-term support, or looking for ways to help someone in need, these organisations are ready to step in.
EHS International, are committed to fostering a community of care and resilience, and we aim to ensure that no one has to face mental health challenges alone.
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Crisis and Mental Health Support Services If you or someone you care about is in crisis and requires immediate support, please contact the Samaritans or one of the services listed below. The Samaritans provide confidential, non-judgmental assistance 24/7. Call 116 123 in the Republic of Ireland or 08457 90 90 90 in Northern Ireland, email them, or visit their website at www.samaritans.ie to find the nearest branch.
