Recognising Inclusion Gaps in Psychological Safety: The Hidden Cost of Code Switching

Psychological safety is often defined as a team environment where people feel safe to speak up, take risks, and be themselves without fear of judgment or punishment. But what happens when “being yourself” isn’t an option? For many people from underrepresented or marginalised backgrounds, the workplace still demands a form of self-censorship known as code-switching—adjusting speech, behaviour, appearance, or expression to conform to dominant cultural norms.

When code-switching becomes the silent tax on psychological safety, it's a signal that inclusion gaps exist—gaps that are often invisible to those not affected by them.

What is Code-Switching and Why Does It Matter?

Code-switching isn’t just about adapting language or tone; it's about masking aspects of identity to avoid negative stereotypes or consequences. For example:

• A neurodivergent employee suppresses stimming or avoids speaking in meetings out of fear of being misunderstood.
• A person of colour alters their accent or cultural references to fit in with majority-white leadership.
• An LGBTQ+ employee avoids mentioning their partner or personal life to steer clear of awkwardness or exclusion.

Each act may seem small, but over time they can become emotionally exhausting and deeply isolating. If people must filter or hide parts of themselves to be accepted, then the team or workplace is not truly psychologically safe—it's conditionally safe for those who fit a narrow standard.

Recognising the Inclusion Gaps

Inclusion gaps often show up in subtle ways, such as:

• Who speaks freely, and who hesitates?
• If only certain voices consistently contribute, ask yourself: who isn’t talking, and why?
• Who gets the benefit of the doubt?
• Do some people have their ideas embraced, while others face more scrutiny or interruption?
• Who feels they have to ‘perform’ to fit in?
• If team members feel they need to monitor their authenticity to be accepted, that’s not inclusion—it’s assimilation.

Three Steps to Close Inclusion Gaps and Strengthen Psychological Safety

1. Listen for What’s Not Being Said

Create intentional space to hear from voices that may be quiet or absent. Don’t assume silence equals agreement or comfort. Ask open questions in one-on-ones, such as:

“Is there anything about our team culture that makes it harder for you to be yourself here?”

And really listen to the answer. Don’t dismiss discomfort—learn from it.

2. Revisit the “Unwritten Rules”

Every team has norms—spoken or not—that influence behaviour. Challenge norms that reinforce conformity over authenticity. Ask:

• Are our definitions of professionalism rooted in one cultural standard?
• Do we value different ways of contributing, beyond verbal assertiveness or extroversion?

Rewriting norms starts with leadership modeling vulnerability, diverse expression, and appreciation of difference.

3. Build Equity Into Your Systems

True inclusion is systemic, not performative. Review your feedback processes, promotion criteria, and recognition patterns. Are they equitable across gender, race, neurodiversity, and identity?
Make equity part of team retrospectives or reviews. Embed it in KPIs. Celebrate authenticity, not just productivity.

Final Thoughts

Psychological safety without inclusion is incomplete. If people feel safe only when they blend in, they are not truly safe at all. Recognising and addressing inclusion gaps—especially the silent burden of code-switching—is essential for building workplaces where everyone can thrive, not just survive.

It’s not enough to say “you can speak up here.” We must also say, “you can show up here as you—and you’ll be seen, heard, and valued.”