“If we are to solve ‘wicked’ problems, we must break the silence in our organizations.”

W. Edwards Deming, the American quality pioneer who helped rebuild post-war Japan’s economy, famously declared: “Drive out fear.” It was the eighth of his 14 principles for organizational excellence. He understood that fear stifles innovation, suppresses feedback, and undermines quality. His ninth principle “Break down barriers between departments”, further emphasized the need for open, cross-functional communication. Fear manifests in many forms: fear of failure, fear of looking foolish, fear of challenging authority. In high-pressure environments, this fear can become paralyzing. But it doesn’t have to be this way. 

Take Tom Kerridge, one of the UK’s most celebrated chefs. Despite running Michelin-starred restaurants where standards are sky-high, Kerridge fosters a culture where mistakes are not only tolerated but encouraged, as long as they’re in the pursuit of growth. “I’m more disappointed if they don’t try,” he says. “Those people don’t progress.” His approach is a powerful reminder that creativity and performance flourish in environments where people feel safe to speak up. 

Harvard Professor Amy Edmondson’s research on psychological safety reveals a critical insight: people don’t just withhold criticism when they feel unsafe. They also withhold ideas. In a psychologically unsafe environment, employees play it safe, avoid speaking up with integrity, and keep their heads down. The result? Stagnation at a time when innovation is essential. L’Oréal, the French cosmetics giant, calls psychological safety the “Cradle of Creativity.” The company recognizes that innovation is a team sport. It thrives when people feel free to share half-formed ideas, challenge each other respectfully, and build on one another’s thinking. Without psychological safety, even the most talented teams will underperform. 

Despite the rhetoric around openness, many organizations are still governed by toxic, unwritten rules. These rules aren’t in the employee handbook, but everyone knows them: 

• Don’t challenge the boss – especially in public. 

• Don’t speak unless you have irrefutable data. 

• Don’t question decisions if you were part of making them. 

• Don’t be negative in meetings – it’s safer to nod along. 

These rules are rarely stated aloud, but they’re enforced through subtle cues and cultural norms. And they’re deadly. They create a culture of silence, where people self-censor, avoid conflict, and disengage. Leaders must actively dismantle these rules. That means explicitly inviting dissent, rewarding constructive challenge, and modelling vulnerability and integrity even when the chips are down. It’s not enough to say “my door is always open.” You must prove it again and again.