Why Psychological Safety looks different in MENA
- Cosmic Centaurs
- Jan 22
- 2 min read
Psychological safety - the ability to speak up, ask questions, admit mistakes, and share ideas without fear - has been consistently linked to high-performing teams. Research shows that psychologically safe teams learn faster, innovate more, and outperform their peers. Yet while the concept of psychological safety is universal, its application is not.
As highlighted in a recent Inc. article written by Cosmic Centaurs CEO and Founder Marilyn Zakhour - the effectiveness of practicing psychological safety depends on how well it aligns with local cultural norms, including respect for hierarchy, indirect communication styles, and a strong orientation toward collective success.
What Psychological Safety Means in a MENA Context
In a MENA context, psychological safety is best understood as the ability to contribute, question, and learn within culturally appropriate norms of respect and relationship. This distinction matters because it reframes psychological safety from an act of confrontation to one of invitation.
Many global leadership playbooks emphasize radical candor and speaking truth to power. In many MENA organizations, these behaviors can feel abrupt or even destabilizing. Psychological safety here is built through intentional invitation rather than forced disclosure.
Leaders who succeed understand how to create space without pressure, frame questions in ways that preserve dignity, and reinforce collective success rather than individual visibility. This approach does not dilute performance. It strengthens trust and engagement over time.
Can Hierarchy and Psychological Safety Coexist?
A common misconception is that hierarchy and psychological safety are incompatible. In the Middle East, the opposite is often true. Hierarchy becomes a barrier only when authority is equated with certainty. When leaders model humility, curiosity, and openness to learning, hierarchy becomes a stabilizing force rather than a silencing one.
As shared during a Roundtable we held in Dubai last year with HR and business leaders, and quoted in the Inc. Arabia article,
“When people feel they can ask questions, admit mistakes, or share ideas without fear of blame, they learn faster and perform better.”
Psychological safety does not require flattening hierarchy; it requires humanizing leadership.
The Cost of Silence Is Rising
As MENA economies compete globally for talent, innovation, and knowledge-based growth, the cost of silence is increasing. Organizations that fail to unlock employee voice risk slower decision-making, lower engagement, and missed opportunities. Psychological safety is no longer a “nice to have.” It is a strategic advantage.
The organizations that will define the next chapter of excellence in MENA are those that combine cultural respect with learning, openness, and contribution. Psychological safety here is not about importing new behaviors. It is about strengthening what already exists and intentionally creating space for voice, learning, and performance.
👉 Curious where your teams stand today? Explore how psychological safety shows up in your organization through structured insights, leadership conversations, and practical rituals designed for the MENA context.
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