How safe are ‘safe spaces’ really? 

Initiatives to create a “speak up” culture has been gaining momentum in recent years, courtesy of high-profile cases that highlight the criticality of addressing issues regarding racism, harassment, discrimination and inequality in the workplace. Organisations recognise that psychological safety is key to creating an environment conducive to expression of ideas, concerns or mistakes. This leads to better innovation, performance and social justice.

Consequently, ‘safe spaces’ are mushrooming to provide an avenue for honest and open conversations to take place. Safe spaces enable dialogue, learning and collaboration that address complex issues to take place in an environment that is free from fear of retaliation, even if it only happens in pockets. People get to learn and grow together, in awareness, empathy and mutual understanding. The supportive atmosphere fosters more inclusive and equitable communities, and converges collective problem-solving on challenging systemic issues, to drive healthy social change.

However, there are pitfalls we need to be aware of so that the ‘safe spaces’ we create, are truly ‘safe’. Addressing them requires planning, ongoing assessment, and a commitment to foster an inclusive culture that supports open communication throughout the organisation.

10 pitfalls to tackle

1 - Lack of clear guidelines
Safe spaces can be counterproductive without boundaries and expectations set for behaviour and communication

2 - Inadvertent exclusion

Without intentional facilitation or moderation, dominant voices in safe space discussions could exclude or marginalise others. 

3 - Tokenism
Without thought or commitment, implementation quickly turns to be a token gesture rather than a meaningful effort to drive diversity, equity, and inclusion.

4 - Backlash
Contrary to intent, some may resist the concept of safe spaces, misinformed or misinterpreting them as unnecessary or as limiting free speech. 

5 - Confidentiality issues
Breaches in any terms of engagement within these safe spaces erode trust and deter open participation 

6 - Over-reliance on safe spaces
Impact is limited to safe spaces if open conversation principles are not well integrated into the wider workplace culture

7 - Weak follow up
Conversations that lead to no action can frustrate or disengage participants

8 - Biased facilitation
Facilitation influences the conversation, hence biases shape discussions whether intentionally or unintentionally

9 - Emotional drain
Participants afflicted who share or educate others may experience ongoing emotional pain which can lead to burnout

10 - Inauthenticity
Where broader culture does not encourage nor reflect the values held in safe spaces, it will feel disingenuous and may backfire. 

Coping with social polarisation

Different points of view have existed throughout humanity – they are not new. But when formed and conveyed based on fears, (mis)perceptions, and assumptions without having been discussed in a non-adversarial way, we risk perpetuating division and discord.

Harmony is attainable by weathering polarising views; expressing faith in humanity and finding space to connect and sense the interdependency. 

The goal is not Unity so much as mutual learning and compromise is not the goal, because no one wins with compromises; it is not life-giving. Life needs the unseen and unheard needs arising from mutual learning to support interdependency; this is life-giving.

Participating fully in a ‘system’ means respecting differences enough to dialogue across contexts to unearth interrelatedness and dissolve narrow thinking to tap into possibilities for better narratives and consequences.

To embark on this, there needs to be a common understanding communicated about the intent and hope of nurturing a speak-up culture. Successful cultural initiatives start with leadership – the top team. When leaders model transparency and openness, and reassure over time by their own behaviours, empathic responses free from judgment, cynicism and fear, it reassures and encourages employees to voice their thoughts and concerns. 

While leadership across organisations take time and effort to bridge the gaps of distrust caused by undigested differences, the starvation is grave at the grassroots level – there is hunger to be seen and heard that was once buried in the deep but now disproportionately exploding across social media. 

What helps us cope with social anxiety driven by polarisation is inner resilience. Commonly misunderstood as the ability to tolerate abusive or unhealthy situations, resilience is more accurately, our ability to bounce back when (metaphorically) brought down to our knees by life’s circumstances. Resilience is an outcome of healthy emotional intelligence. Therefore, by tending to our emotional development, we can expect transpersonal wounds to heal.  

On a practical level therefore, two main things to do: 

1. create safe spaces with the corresponding human skills, and 
2. build emotional literacy across the board.

A dozen terms of engagement for safe spaces

Terms of engagement help us get to a shared understanding of expectations for the conversation, so if discussions stray, it serves as a reminder to participants.

1. Uphold confidentiality
   Sharing stays in the space as private. Unless explicitly agreed and witnessed, confidentiality agreements encourage openness and build trust.
2. Respect all
   Be respectful of all in the space, regardless of opinions or experiences. This means listen actively and take turns to speak.
3. Never assume
   Allow people to define and describe their own experience. Avoid making assumptions about their experiences, identities, or intentions.
4. Own your words
   Use "I" statements to express personal experiences and feelings rather than generalise about groups or individuals with sweeping statements.
5. Never blame nor shame
   Remember the goal is to understand and learn, not to blame or shame others, so encourage constructive dialogue to promote understanding.
6. Be curious about perspectives
   Perspectives give us a glimpse into another’s. The more unwilling we are to listen, the more it says about our fixed beliefs or judgements, so be curious. 
7. Acknowledge discomfort
   It’s natural feel uncomfortable when discussing difficult topics, so sit with it rather than avoid whenever you notice discomfort arising.
8. Listen actively
   Listen to understand, not to formulate a response while others are speaking. 
9. Use inclusive language
   Be prepared to mind your language and learn to use terminologies that are respectful and inclusive of all identities and experiences
10. Disagree constructively
    Challenge Ideas, not People. To keep the conversation constructive and focused on the issue at hand, focus on behaviour, not the person.
11. Manage Time
    Ensure everyone has an opportunity to speak, be mindful of the time and establish time limits for speaking, if necessary. 
12. Be prepared to keep learning
    Accept that everyone is on a journey of understanding. Approach the conversation with a desire to learn and grow and find resolution or peace. 

Building crucial emotional literacy 

To build emotional literacy is to develop a deeper understanding of your own emotions and that of others’, i.e. developing emotional intelligence.

At an organisation level, it involves creating an environment that values and promotes emotional intelligence among employees. Emotional literacy is foundational to a culture where people feel valued, heard and comfortable expressing thoughts and concerns.

How can we do this? 

1. Get leadership commitment
   Behaviour from the top sets the tone 
2. Offer learning opportunities
   Webinars, workshops, online courses or programmes that focus on emotional intelligence skills such as self-awareness, empathy, assertiveness etc
3. Include EQ in new hire onboarding
   Integrating emotional literacy training sets expectations for new employees
4. Foster a culture of openness and psychological safety
   Employees comfortable expressing emotions constructively and share ideas
5. Implement regular feedback systems
   Through performance reviews and off-cycle peer feedback and self-assessment
6. Help employees maintain emotional health
   Support work-life balance initiatives such as wellness programmes, flexible working arrangements and compulsory vacation
7. Recognise and reward emotional intelligence
   Highlight stories of effective conflict resolution or empathetic leadership
8. Infuse the culture with emotional intelligence
   Use online and offline tools to facilitate communication and collaboration

Emotional intelligence is crucial in fostering a speak-up culture. It promotes understanding and empathy, enables improved communication and conflict resolution, fosters trust and prevents misunderstanding, reduces anxiety and fear, and increases inclusivity.

The bottom line is that safe spaces are as safe as the organisational emotional intelligence. However, the trend to cultivate a speak-up culture is positive, with many organisations making strides, and overcoming entrenched cultural norms, slowly but surely, by paying attention to emotional literacy.

Adele is the world's first depth strategist, facilitating innovative solutions to people and culture challenges with empathy and authenticity. Her pioneering work is low-key but bold and locally appreciated wherever she serves. You can connect with Adele and find out more about her work here.