By Neil Pretty
“If you believe you can learn your way through any challenge, then you might just be part of a fearless organization.” This is how I’ve started describing what it looks like to have a “Fearless Organization"
Dr. Edmondson’s article, “Is Yours a Learning Organization?”, and her book “The Fearless Organization" reshaped the way we think about organizational development by introducing the critical concept of psychological safety—the cornerstone of a learning organization. In the years since, research and practice have shown that fostering an environment of openness and continuous learning is not just a noble aspiration but a necessity for organizational resilience and innovation.
We’ve had the privilege at Aristotle Performance to build on her work through programs like The Courageous Leader program, and what we’ve learned has deepened our understanding of what it really means to create a fearless organization. It’s not about eradicating fear—fear can be a useful signal, after all—but about ensuring that fear doesn’t paralyze individuals or teams. Instead, a fearless organization confronts fear with intentionality, using it as a catalyst for learning and growth to embrace the unknown.
The right kind of fear.
Fear, in the right context, is not the enemy. As noted by researchers such as Kahn (1990), who explored the concept of psychological presence, and Brown (2012), who emphasized the role of vulnerability in leadership, fear can signal that something important is at stake. In a workplace, this might be the risk of reputational damage, the fear of failure, or the anxiety of venturing into the unknown.
However, what separates a fearful organization from a fearless one is not the absence of fear—it’s the ability to manage and channel it. Fearless organizations don’t suppress fear; they bring it into the open, analyze its roots, and use it as an opportunity to learn.
As Dr. Edmondson’s research has shown, psychological safety is the foundation of this approach. Teams with high psychological safety are more likely to discuss failures openly and less likely to fall into the trap of blame culture. This aligns with findings from a Google study on high-performing teams, which identified psychological safety as the most critical dynamic for team effectiveness.
The Reality of a Fearless Organization
A fearless organization doesn’t stop at creating a psychologically safe environment—it goes further. It actively works to turn fear into a constructive force. This requires:
• Leaders who model vulnerability: As Brené Brown’s research on vulnerability demonstrates, leaders who openly acknowledge their uncertainties and fears create an environment where others feel empowered to do the same.
• Systems that prioritize learning over blame: Organizations like Pixar and Toyota have built cultures where mistakes are openly discussed and treated as opportunities for learning, as documented in Creativity, Inc. (Catmull) and The Toyota Way (Liker).
• Intentional development of leadership courage: Courage is not simply innate; it is a skill that can be developed. Our work at Aristotle Performance with The Courageous Leader program shows that when leaders are trained to engage with fear thoughtfully, they inspire others to do the same.
Character traits have been shown to be more critical than cognitive traits to build this kind of environment. In Adam Grant's book Hidden Potential he describes this phenomenon. Research shows that a focus on character traits like courage, managing uncertainty and self and situational awareness create greater business outcomes than cognitive skills like finance, or compliance. The reason is simple - the ability to learn and adapt trumps a static skill.
What Research and Practice Teach Us
Over the years, research and practical experience have converged on some key lessons about what fearless organizations look like and how they operate:
1. Fearless Organizations Are Learning Organizations
Fearless organizations embrace the idea that continuous learning is the key to long-term success. This aligns with Edmondson’s work, which highlights the interplay between learning behaviors (e.g., speaking up, asking questions, and admitting mistakes) and organizational success.
For example, in our own programs, we’ve seen that organizations that institutionalize learning—for instance, by conducting after-action reviews or “lessons learned” sessions—are better equipped to navigate challenges. Leaders in these organizations model the mindset that there is always something to learn, even from failure.
2. They Go Beyond Cognitive Training
Research by Goleman (1995) on emotional intelligence and Kegan and Lahey (2009) on immunity to change underscores the importance of emotional and behavioral competencies in leadership. It’s not enough for leaders to intellectually understand psychological safety—they must also practice behaviors that reinforce it.
Our leadership programs should integrate these insights by combining cognitive frameworks with experiential learning. Participants need to practice having difficult conversations, managing emotions under pressure, and making courageous decisions. These practices build muscle memory for courageous leadership.
3. They See Fear as a Catalyst for Innovation
In a study by the Harvard Business Review, organizations that openly discussed risks and failures were more likely to innovate. This is because acknowledging fear creates space for experimentation. We’ve seen that teams willing to embrace risk—knowing they won’t be punished for failure—are more likely to develop breakthrough ideas.
4. They Leverage Systems Thinking
Fearlessness is not just about individual behaviors; it’s a systemic ideal. Research by Senge (The Fifth Discipline) shows that learning organizations succeed because they create systems that encourage reflection and iteration. A fearless organization designs processes that surface fear (e.g., regular feedback loops) and address it thoughtfully.
Lessons from The Courageous Leader Program
In implementing programs like The Courageous Leader, we’ve learned a great deal about the interplay between leadership development and organizational culture. Here are some key takeaways:
1. Vulnerability Is Strength: As one participant noted, “I realized that admitting I didn’t know the answer didn’t make me weaker—it made my team stronger.” Leaders who demonstrate vulnerability create trust. This trust, in turn, builds the foundation for psychological safety. I’m always hesitant to use the word “vulnerable” because people often think I mean “be an open book” but really what it means is to remove the armor and remain respectful of boundaries.
2. Courage Is Contagious: Courageous leadership has a ripple effect. When leaders model courage, it cascades through the organization, encouraging teams to speak up, take risks, and collaborate more effectively. What’s modeled, supported, rewarded and gets attention is repeated.
3. Action Beats Theory: Real change happens when leaders practice courage in real-world scenarios. Role-playing tough conversations, rehearsing high-stakes decisions, and reflecting on real challenges have been some of the most impactful moments we have seen. Even better is when leaders share what they are doing in the work context with their cohort. It only takes one person to go first to encourage others to follow.
4. Fear Is a Teacher: One of the most powerful shifts we’ve seen is when leaders begin to view fear not as something to avoid but as something to learn from. This reframing changes the organizational dynamic, transforming fear from a barrier to an enabler of growth. In one organization we started asking leaders to hear “the way we’ve always done it” as a signal to dig deeper and try something new. With celebration stories began to come up where leaders used this as an opportunity to learn instead of shut things down. Innovation was great to see - but when people realized that the reason why they had always done it that way was rooted in good thinking they stopped being frustrated by it.
The Roadmap for Building a Fearless Organization
Creating a fearless organization is a journey, not a destination. It requires intentional, strategic actions by leaders to transform fear from a paralyzing force into a constructive one. Here’s a roadmap of practical and strategic steps leaders can take to foster a culture of psychological safety, learning, and courageous action:
1. Acknowledge Fear as Part of the Human Experience
Fear often lurks in the shadows of organizational life, unspoken and unaddressed. Leaders must normalize fear as a natural and sometimes necessary response to uncertainty or challenge. By openly acknowledging fear:
• Host Open Conversations: Facilitate discussions in team meetings about risks, concerns, and uncertainties. If you want to be blunt about it use prompts like, “What’s keeping us from speaking up?”
• Share Personal Stories: Model vulnerability by sharing moments when you experienced fear and how you managed it.
• Make Fear Discussable: Create an environment where naming a concern is not only allowed but encouraged.
2. Build and Sustain Psychological Safety
Amy Edmondson’s research shows that psychological safety is the cornerstone of high-performing teams. Leaders can take deliberate actions to cultivate and maintain it:
• Invite Input Regularly: Ask open-ended questions like, “What might we be missing?” or “What’s one risk we haven’t considered?”
• Respond Thoughtfully to Errors: Treat mistakes as learning opportunities, not causes for punishment. Reflect openly on what can be improved. You can point your finger at a person or a problem - if you are pointing your finger at someone you are probable missing a bigger opportunity.
• Set Clear Expectations for Respect: Establish norms for team behavior, ensuring everyone understands that respect and openness are non-negotiable. Psychological safety doesn’t mean you can say whatever you want with impunity. Respect is still a key element in effective teams.
Leaders should continuously evaluate the state of psychological safety through tools like surveys, feedback loops, and regular check-ins.
3. Model Courage and Vulnerability
Courageous leadership starts at the top. Leaders must model the behaviors they want to see in their teams. This includes:
• Admitting When You Don’t Know: Acknowledge when you don’t have all the answers and invite others to collaborate on finding solutions. This is so simple that leaders often forget how easy it is to say “I don’t know but we can figure it out”
• Taking Accountability: Own mistakes and demonstrate how to learn from them. Accountability is such a simple thing to own but it will make you feel uncomfortable. By embracing that discomfort you are showing people the way.
• Encouraging Risk-Taking: Celebrate attempts at innovation, even when they don’t succeed, to reinforce that taking calculated risks is valued.
When leaders consistently model vulnerability and courage, they create a ripple effect that influences the entire organization.
4. Design Systems that Support Courageous Behaviors
Fearlessness isn’t just about individual behaviors—it’s embedded in the systems and processes of the organization. Leaders should design structures that:
• Encourage Constructive Conflict: Use tools like structured dialogue, red-team/blue-team or pre-mortem analyses to surface divergent views.
• Reward Speaking Up: Recognize and reward employees who raise critical issues or offer innovative ideas, even if they challenge the status quo.
• Ensure Transparent Decision-Making: Share the reasoning behind key decisions to build trust and reduce the fear of arbitrary outcomes.
Systematic support ensures that courageous behaviors are not one-offs but embedded in the organizational culture.
5. Invest in Leadership Development
Leaders are the linchpin of a fearless organization. Without proper development, they may inadvertently reinforce fear-based dynamics. Strategic investments in leadership development should focus on:
• Courage-Building Skills: Equip leaders with the tools to manage tough conversations, make bold decisions, and address fear constructively.
• Emotional Intelligence Training: Teach leaders how to recognize and regulate their emotions and those of their teams, as supported by Daniel Goleman’s research.
• Practical Application: Go beyond theory. Use role-plays, simulations, and real-world challenges to help leaders practice and refine their skills.
Programs like The Courageous Leader help leaders not only understand these concepts but also embody them in daily practice.
The Challenge
Creating a fearless organization is not about perfection. It’s about committing to learning, particularly in the face of fear and uncertainty. As leaders, the question isn’t whether fear exists—it’s how we respond to it. If we can meet it with curiosity, courage, and a commitment to growth, then we might just build something remarkable.
A fearless organization isn’t just a vision for what's possible—it’s a call to action.