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CALL to Curiosity
To Know
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ACTING WITH A PURPOSE
Safe Spaces at Work
Breaking the Silence on Psychological Harassment
CALL to Curiosity
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Nov 2025
“No one was ever fired for silence,” said Amy Edmondson, professor at Harvard Business School. It sounds safe — stay quiet, avoid trouble. But silence has a cost. It hides problems, weakens collaboration, and harms mental health.
Harassment is rarely loud. As Keashly notes, it hides in subtle acts — exclusion, undermining, or “jokes” that sting. The Portuguese Authority for Working Conditions (ACT) lists behaviours that often go unnoticed: ignoring or interrupting someone, assigning meaningless or excessive work, spreading rumours, isolating a colleague, or persistently criticising to belittle. These patterns erode dignity and can evolve into what Duffy and Sperry call mobbing — collective hostility that isolates individuals until they leave.
Such actions are often dismissed as “normal pressure” or “just feedback”, but over time they damage well-being and push people out not for lack of talent, but because the environment turns toxic. The antidote is psychological safety: knowing you can speak up without risking your job or reputation. Without it, fear takes over, and silence becomes culture.
For underrepresented groups — people with disabilities, LGBTQIA+ colleagues, or those from diverse nationalities or religions — the cost is even higher. Microaggressions and stereotypes rarely shout; they whisper. Small acts of exclusion or mockery accumulate until the workplace feels unsafe.
At Celfocus, the concept of safe spaces isn’t new. For more than 25 years, candid feedback through retrospectives and one-on-ones has been part of how we work. That experience taught us something essential we cannot legislate a safe space into existence. It grows from daily habits and team culture. It is not a policy or a meeting format; it is a shared responsibility and a team asset, built through trust and consistent behaviors. In the end, it is your responsibility.
Safe spaces are not about avoiding conflict or discomfort. They are about enabling constructive dialogue, where people feel free to challenge ideas and share concerns without fear of retaliation. This is what makes feedback meaningful and growth possible.
They are also about dignity. A safe space ensures that a colleague can request accommodation, be open about identity, or practice cultural and religious traditions without fear of ridicule. It’s not about sameness but about belonging — valuing difference and inclusion in everyday interactions.
Safe spaces aren’t a luxury; they’re safeguards. They make hard conversations possible without fear of punishment. They give people permission to raise concerns early before tension turns into harassment.
Research on psychological safety shows that teams who trust each other communicate openly, solve problems faster, and build stronger relationships. But trust doesn’t happen by accident. It takes empathy, accountability, and clear reporting pathways.
When silence stops being a survival strategy, speaking up becomes a shared responsibility one that protects people, strengthens teams, and keeps harm from taking root.
Policies matter, but culture changes through action. A clear anti-harassment policy with examples, multiple reporting channels, and transparent escalation paths is essential — yet a PDF on the intranet won’t change a culture. Leadership is not a title; it’s accountability. Research by Rayner, Hoel & Cooper shows prevention starts with recognising subtle harassment and acting decisively.
Culture shifts in conversations, not slide decks. Open feedback, psychological safety, and empowered bystanders are critical. Allies notice, name, and support. Small interventions like a private check-in or drawing boundaries can change outcomes (Keashly).
Trust drives reporting. Build systems: confidential channels, safe one-on-one spaces, and anonymous climate surveys. These align with the EU Framework Agreement on Harassment and ILO Convention No.190, which call for accessible complaint mechanisms and protection against retaliation. Resources like Provedoria Técnico, CITE, and EU guidelines add practical measures: counsellors, risk assessments, and mandatory leadership training.
Our collaborative, informal culture is fertile ground for psychological safety. We already have strong channels in place: People Business Partners, the Acting with a Purpose team (focused on Diversity, Equity, Inclusion and Social Responsibility), and a formal moral harassment reporting channel, managed with confidentiality and independence by an external entity. Alongside these, we have feedback rituals such as retrospectives and one-on-ones, which can be leveraged not only to share ideas but also to detect and prevent harassment early.
Wellbeing initiatives further strengthen this foundation, from mentoring and coaching to mental health support, available through the reporting channel and included in our healthcare plan. These resources are more than benefits; they are signals of our commitment to creating a workplace where people feel safe, respected, and supported.
A safe space is not a role you appoint or a room you book; it is a team responsibility and shared asset.
Feedback rituals like retrospectives and one-on-ones help detect issues early. Wellbeing initiatives such as coaching, mentoring, and mental health support reinforce this foundation. Everyone is encouraged to act as a Safe Space Ambassador by promoting inclusion, addressing inappropriate behaviour, and supporting open dialogue. Additional enablers include training on bias and inclusion, Employee Resource Groups (ERGs), feedback platforms like Nova, tools for culture assessment, and clear policies with transparent escalation paths.
Creating safe spaces is not just an organisational commitment; it is a personal responsibility. Every interaction shapes the culture we live in. Ask yourself:
Remember: If you’re not okay, it’s not okay. Silence protects harm — action protects dignity.
This article is brought to you by the Diversity & Inclusion team.
“No one was ever fired for silence,” said Amy Edmondson, professor at Harvard Business School. It sounds safe — stay quiet, avoid trouble. But silence has a cost. It hides problems, weakens collaboration, and harms mental health.
Harassment is rarely loud. As Keashly notes, it hides in subtle acts — exclusion, undermining, or “jokes” that sting. The Portuguese Authority for Working Conditions (ACT) lists behaviours that often go unnoticed: ignoring or interrupting someone, assigning meaningless or excessive work, spreading rumours, isolating a colleague, or persistently criticising to belittle. These patterns erode dignity and can evolve into what Duffy and Sperry call mobbing — collective hostility that isolates individuals until they leave.
Such actions are often dismissed as “normal pressure” or “just feedback”, but over time they damage well-being and push people out not for lack of talent, but because the environment turns toxic. The antidote is psychological safety: knowing you can speak up without risking your job or reputation. Without it, fear takes over, and silence becomes culture.
For underrepresented groups — people with disabilities, LGBTQIA+ colleagues, or those from diverse nationalities or religions — the cost is even higher. Microaggressions and stereotypes rarely shout; they whisper. Small acts of exclusion or mockery accumulate until the workplace feels unsafe.
Our collaborative, informal culture is fertile ground for psychological safety. We already have strong channels in place: People Business Partners, the Acting with a Purpose team (focused on Diversity, Equity, Inclusion and Social Responsibility), and a formal moral harassment reporting channel, managed with confidentiality and independence by an external entity. Alongside these, we have feedback rituals such as retrospectives and one-on-ones, which can be leveraged not only to share ideas but also to detect and prevent harassment early.
Wellbeing initiatives further strengthen this foundation, from mentoring and coaching to mental health support, available through the reporting channel and included in our healthcare plan. These resources are more than benefits; they are signals of our commitment to creating a workplace where people feel safe, respected, and supported.
“No one was ever fired for silence,” said Amy Edmondson, professor at Harvard Business School. It sounds safe — stay quiet, avoid trouble. But silence has a cost. It hides problems, weakens collaboration, and harms mental health.
Harassment is rarely loud. As Keashly notes, it hides in subtle acts — exclusion, undermining, or “jokes” that sting. The Portuguese Authority for Working Conditions (ACT) lists behaviours that often go unnoticed: ignoring or interrupting someone, assigning meaningless or excessive work, spreading rumours, isolating a colleague, or persistently criticising to belittle. These patterns erode dignity and can evolve into what Duffy and Sperry call mobbing — collective hostility that isolates individuals until they leave.
Such actions are often dismissed as “normal pressure” or “just feedback”, but over time they damage well-being and push people out not for lack of talent, but because the environment turns toxic. The antidote is psychological safety: knowing you can speak up without risking your job or reputation. Without it, fear takes over, and silence becomes culture.
For underrepresented groups — people with disabilities, LGBTQIA+ colleagues, or those from diverse nationalities or religions — the cost is even higher. Microaggressions and stereotypes rarely shout; they whisper. Small acts of exclusion or mockery accumulate until the workplace feels unsafe.
At Celfocus, the concept of safe spaces isn’t new. For more than 25 years, candid feedback through retrospectives and one-on-ones has been part of how we work. That experience taught us something essential we cannot legislate a safe space into existence. It grows from daily habits and team culture. It is not a policy or a meeting format; it is a shared responsibility and a team asset, built through trust and consistent behaviors. In the end, it is your responsibility.
Safe spaces are not about avoiding conflict or discomfort. They are about enabling constructive dialogue, where people feel free to challenge ideas and share concerns without fear of retaliation. This is what makes feedback meaningful and growth possible.
They are also about dignity. A safe space ensures that a colleague can request accommodation, be open about identity, or practice cultural and religious traditions without fear of ridicule. It’s not about sameness but about belonging — valuing difference and inclusion in everyday interactions.
Safe spaces aren’t a luxury; they’re safeguards. They make hard conversations possible without fear of punishment. They give people permission to raise concerns early before tension turns into harassment.
Research on psychological safety shows that teams who trust each other communicate openly, solve problems faster, and build stronger relationships. But trust doesn’t happen by accident. It takes empathy, accountability, and clear reporting pathways.
When silence stops being a survival strategy, speaking up becomes a shared responsibility one that protects people, strengthens teams, and keeps harm from taking root.
Policies matter, but culture changes through action. A clear anti-harassment policy with examples, multiple reporting channels, and transparent escalation paths is essential — yet a PDF on the intranet won’t change a culture. Leadership is not a title; it’s accountability. Research by Rayner, Hoel & Cooper shows prevention starts with recognising subtle harassment and acting decisively.
Culture shifts in conversations, not slide decks. Open feedback, psychological safety, and empowered bystanders are critical. Allies notice, name, and support. Small interventions like a private check-in or drawing boundaries can change outcomes (Keashly).
Trust drives reporting. Build systems: confidential channels, safe one-on-one spaces, and anonymous climate surveys. These align with the EU Framework Agreement on Harassment and ILO Convention No.190, which call for accessible complaint mechanisms and protection against retaliation. Resources like Provedoria Técnico, CITE, and EU guidelines add practical measures: counsellors, risk assessments, and mandatory leadership training.
Our collaborative, informal culture is fertile ground for psychological safety. We already have strong channels in place: People Business Partners, the Acting with a Purpose team (focused on Diversity, Equity, Inclusion and Social Responsibility), and a formal moral harassment reporting channel, managed with confidentiality and independence by an external entity. Alongside these, we have feedback rituals such as retrospectives and one-on-ones, which can be leveraged not only to share ideas but also to detect and prevent harassment early.
Wellbeing initiatives further strengthen this foundation, from mentoring and coaching to mental health support, available through the reporting channel and included in our healthcare plan. These resources are more than benefits; they are signals of our commitment to creating a workplace where people feel safe, respected, and supported.
A safe space is not a role you appoint or a room you book; it is a team responsibility and shared asset.
Feedback rituals like retrospectives and one-on-ones help detect issues early. Wellbeing initiatives such as coaching, mentoring, and mental health support reinforce this foundation. Everyone is encouraged to act as a Safe Space Ambassador by promoting inclusion, addressing inappropriate behaviour, and supporting open dialogue. Additional enablers include training on bias and inclusion, Employee Resource Groups (ERGs), feedback platforms like Nova, tools for culture assessment, and clear policies with transparent escalation paths.
Creating safe spaces is not just an organisational commitment; it is a personal responsibility. Every interaction shapes the culture we live in. Ask yourself:
Remember: If you’re not okay, it’s not okay. Silence protects harm — action protects dignity.
This article is brought to you by the Diversity & Inclusion team.
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