Swept Under the Rug? Psychological Safety in Swiss Work Culture.

Imagine you're sitting in a team meeting. A proposal is on the table, everyone is nodding. No objections, no questions. The meeting ends on time, and the atmosphere seems peaceful.

But is it really so? Is everyone truly convinced—or do we prefer to remain silent to avoid attracting attention or causing offence? Did everyone really understand the same thing, or do we say nothing to avoid looking stupid? Do we even notice when someone says nothing?

Harmony feels good – psychological safety goes deeper. It's not demonstrated by the fact that no one contradicts, but by the fact that every voice counts, even if it's uncomfortable.

1. Psychological safety – more than being nice

Just because discussions are harmonious doesn't mean everyone agrees. Sometimes employees remain silent for fear of being perceived as disruptive or because they assume their perspective isn't welcome.

Amy Edmondson of Harvard Business School showed back in 1999 that teams are more successful when people dare to admit mistakes, express criticism, or ask questions – without fear of negative consequences (read more about this here ).

Psychological safety doesn't mean: We're always nice to each other. It means: I can be honest without risking disadvantages.

Check for teams:

• Is the climate safe for everyone – or just for a few?

• Who remains silent, which perspectives remain hidden?

• Do we use our voice to invite others?

• Do we see differences of opinion as an opportunity rather than a threat?

Important: Psychological safety is not an individual feeling, but a climate that includes all team members.

2. Swiss work culture: swept under the carpet?

In Switzerland, consensus is highly valued. Conflicts are often subdued, and compromise is considered a virtue. The risk: consensus is easily confused with certainty. Silent agreement appears peaceful – but can mean that important points remain unsaid .

A look at Erin Meyer's Culture Map shows that while Germany communicates directly and confrontationally, Switzerland prefers diplomatic language and consensus . While this facilitates interaction, it carries the risk that important points remain unspoken .

This is precisely where the importance of psychological safety becomes apparent: only when space is created, even in an indirect communication style, can sensitive topics be addressed without anyone losing face.

3. Harmony vs. psychological safety

Research on organizational silence shows that employees often hold back sensitive issues if they fear negative consequences. Psychological safety, on the other hand, allows mistakes, objections, and critical perspectives to be openly discussed —the foundation for learning, adaptation, and innovation. No soft-peddling.

To make the difference tangible, I have collected typical statements from teams that reflect harmony or psychological safety:

feature	harmony	Psychological safety
Mood in the team	“Does everyone agree?”	“What else do we need to pay attention to?”
Feedback	“Yeah, it’s fine.”	“I noticed that XY could be improved – what do you think?”
Diversity of perspectives	“I’d rather not say anything, I don’t want to offend anyone.”	“May I offer a different perspective?”
Conflicts	Awkward silence or quick change of subject	“We see this differently – let’s find a solution together.”

Research on organizational silence shows that employees often hold back sensitive issues if they fear negative consequences. Psychological safety, on the other hand, allows mistakes, objections, and critical perspectives to be openly discussed —the foundation for learning, adaptation, and innovation.

4. Gen Z, inspiration and meaning – opportunities for Swiss companies

The HSG surveyed thousands of Generation Z students (born between 1995 and 2010) about their values, interests, and workplace preferences (read more here ). The result: status and achievement for the sake of achievement are declining in importance, while collaborative work and meaningful achievement are becoming more important.

A new employee study by ValueQuest among over 500 employees in Switzerland and Liechtenstein shows a sobering picture :

• 64% of respondents feel uninspired at work

• 62% find little or no sources of inspiration in the company

• Around a third of the potential remains unused

• Only 39% know what they are working on or what they could improve.

• Only 47% receive regular feedback from managers.

• Only 43% feel that their colleagues reflect them sufficiently.

In addition, while many are allowed to contribute their own ideas, only a third see them actually implemented. Almost half find the work environment innovation-hostile.

The numbers are depressing. Meaning, participation, and an environment where ideas are heard aren't just relevant for Gen Z—many generations are looking for precisely that. While fair wages, security, and respectful leadership are important for job satisfaction, those who are "just satisfied" don't automatically contribute new ideas or demonstrate exceptional commitment (Straume & Vittersø, 2012).

Companies that promote psychological safety, a culture of feedback, appreciation, and growth opportunities create the conditions for employees of all ages to reach their full potential—while also increasing engagement and innovation.

5. Practical impulses for teams

How do we shift the focus from superficial consensus to genuine security and inspiration? Asking open questions is one of the practical steps that has incredible power.

✔️ Ask comprehension questions: “What is least clear to you?” / “Did I understand you correctly?”

✔️ Ask open questions: “What’s wrong with that?”

✔️ Invite other perspectives: “What perspective are we still missing?”

✔️ Show your own uncertainty: “I’m not entirely sure about this – what do you think?”

✔️ Involve those who are silent: “We haven’t heard X yet – what do you think?”

✔️ Ask with genuine interest: “What prevented you from meeting the deadline?” instead of “Why did you miss the appointment?”

You can find further valuable ideas for promoting psychological safety in teams at psych-safety.org – the training ideas there are freely available to everyone.

6. Conclusion

Harmony feels comfortable—but it can be deceptive. Psychological safety doesn't arise when only a few people speak courageously. It only emerges when everyone can contribute their voice —and we consciously create space for it.

The question remains: How do we create work environments where employees of all generations can work with inspiration and confidence? If we succeed, perhaps we'll not only create happier teams—but also work environments that unleash creativity, courage, and future energy.

Sources

• Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350–383 .

• Morrison, E. W., & Milliken, F. J. (2000). Organizational Silence: A Barrier to Change and Development in a Pluralistic World. Academy of Management Review, 25(4), 706-725.

• Meyer, E. (2014). The Culture Map: Breaking Through the Invisible Boundaries of Global Business. Public Affairs.

• Inspiration as a productivity factor: New employee study reveals deficits in Swiss companies - May 13, 2025

• HSG presents comprehensive study on Gen Z and the labor market - May 15, 2025

• Straume, LV, & Vittersø, J. (2012). Happiness, inspiration, and the fully functioning person: Separating hedonic and eudaimonic well-being in the workplace. The Journal of Positive Psychology, 7(5), 387-398.