Psychological Safety and Fire Safety: Why Speaking Up Prevents Fires
Most people understand fire safety as systems, checks, and compliance. Fire doors that close properly. Emergency lighting that works. Clear evacuation routes. Alarm tests. A fire risk assessment that is current and usable. But in real buildings, fire safety also depends on something less visible. Whether people feel able to speak up. That is psychological safety: a shared belief that it is safe to raise concerns, ask questions, and admit mistakes without being embarrassed, blamed, or punished. In practice, psychological safety is the difference between someone reporting a wedged open fire door today, versus everyone noticing it for weeks and saying nothing.
Amy Edmondson, one of the leading researchers on the topic, describes it as the foundation that allows teams to learn and improve rather than hide problems (The King's Fund). Towards the end of this article, there is a short video from her that explains psychological safety clearly and practically, and brings this human side of risk management to life. It is well worth a few minutes once you reach it.
Why this matters for fire safety
Fire risk is rarely one single dramatic failure. More often, it is a chain of small, fixable issues that go unchallenged, such as a faulty self closer that nobody logs, a store room that quietly becomes a dumping ground, a fire door that gets planed down after new carpets are fitted, or a fire alarm fault that is silenced because it is annoying
Research across safety critical sectors shows that when people do not feel safe to speak up, reporting drops, learning slows, and risks stay in the system. In healthcare, for example, psychological safety is associated with behaviours like asking questions and reporting errors, which is exactly what you want in any environment where harm can occur (PMC+1). Broader reviews in occupational safety research also map a clear relationship between psychological safety, safety culture and real world safety outcomes (ScienceDirect). UK based workplace evidence reviews also link psychological safety and trust with healthier team behaviours and better learning dynamics (CIPD).
If you are responsible for the fire safety of a propery, you can translate that into one simple idea - if people do not feel safe raising small concerns, you will not hear about the big ones until they become expensive or dangerous.
Case Study: Grenfell Tower, when raising concerns is discouraged
Grenfell is a painful example of what can happen when concerns are raised but not welcomed. In the years before the fire, residents reported fire safety worries and felt they were dismissed (The Guardian). There were also reports of a resident being threatened with legal action after publicly blogging about fire safety concerns (The Independent).
What psychological safety looks like in buildings
For property and facilities teams, psychological safety is not therapy and it is not about being nice. It is about building a culture where information flows. You tend to see it when people report near misses without a blame game, contractors flag problems instead of working around them, caretakers and cleaners feel listened to, because they often spot risks first, and when residents and tenants know how to raise concerns and what will happen next
You tend to lose it when people get mocked for raising small issues, reports disappear into an inbox with no feedback, and when the first question is “Who did this?” rather than “What happened and how do we fix it?” This matters whether you manage a city centre office, a small parade of shops, or a block of flats in Chester or the wider North West and North Wales region. The building type changes, but human behaviour is remarkably consistent.
Practical ways to build it, without adding bureaucracy
Here are simple moves that work well in real buildings:
Make reporting easy - one clear route, one named person, one simple form or email address.
Close the loop every time - even if the fix is not immediate, reply and confirm what will happen next. Silence kills reporting.
Thank the reporter, then focus on the risk - reward the behaviour you want. Keep the conversation factual.
Do small visible fixes fast - if people see action on minor issues, they trust you with the bigger ones.
Treat every report as useful data - a report is not an accusation. It is an early warning system.
If you want one phrase that helps: “Thanks for raising it. You did the right thing.”
The Importance of Psychological Safety - Amy Edmondson
How Fletcher Risk can help
Fire safety improves fastest when you combine the technical side with a reporting culture that works. A good fire risk assessment should make it easier for teams to spot issues, prioritise them, and act early, not feel overwhelmed.
If you are unsure where to start, Fletcher Risk can help you get a clear, proportionate plan that fits your building and your day to day reality.
Disclaimer
This article is provided for general information only and does not constitute legal advice. Fire safety duties and the right control measures depend on the specific building, occupancy, management arrangements and applicable legislation and guidance. If you need advice on your circumstances, you should seek competent professional support.
Fletcher Risk Team 16 December 2025