Veterinary hospitals build psychological safety when people can raise concerns, admit mistakes and learn without fear of blame or humiliation. In an AAHA Trends article published March 10, 2026, veterinarian and AAHA Board director Jenni Mitchell describes this as a shared workplace responsibility—not a matter of asking individuals to become more resilient.
What psychological safety looks like in a veterinary hospital
A psychologically safe team can question a decision, offer feedback, ask for help and acknowledge an error without expecting retaliation or ridicule. That does not mean mistakes have no consequences or that every suggestion must be adopted. It means people can speak honestly, and the hospital responds constructively enough for the team to identify problems and improve.
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Mitchell writes, “If we want to build a culture of psychological health in our hospitals, everyone must feel safe enough to admit mistakes, share them, and learn from them.” Her account contrasts workplaces shaped by blame and hostility with teams that welcomed questions and constructive feedback.
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When a team member reports an error, leaders can focus first on understanding what happened and what would prevent a recurrence. A punitive or shaming response can discourage disclosure; a learning-oriented response makes it more possible to address the underlying issue. Leaders set the tone by acknowledging their own mistakes and responding to others with curiosity and respect.
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- Make it clear how staff can report a concern or mistake.
- Discuss what happened and what the team can learn, rather than reducing the conversation to personal blame.
- Follow up on practical changes so people can see that speaking up leads to action.
Build two-way communication and meaningful participation
Psychological safety depends on more than a leader saying the door is open. Staff need workable ways to raise concerns, ask questions and contribute to decisions that affect their work. The Psychological Health and Safety Guidelines, released in June 2024 by Veterinary Visionaries, frame this as an organizational responsibility: leaders establish structures and model behavior, while employees participate in shaping a healthy and safe workplace.
Hospitals can make that principle tangible by communicating expectations clearly, inviting input before decisions are settled where feasible, and explaining what happened to suggestions. Clear roles and responsibilities also help team members know what they are accountable for and where to seek support.
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Help people feel valued beyond their job descriptions
Recognition is not limited to pay. Mitchell points to listening, noticing people’s strengths and lives beyond their assigned roles, celebrating successes, sharing knowledge, delegating meaningful work and trusting colleagues. These practices show that staff are seen as people and contributors, not just positions on a schedule.
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- Share knowledge rather than treating it as the preserve of a few people.
- Delegate work that offers meaningful responsibility, with appropriate support.
- Make room for colleagues to use their strengths and contribute ideas.
Use an organizational framework, not an individual-only fix
The 2024 guidelines group 11 foundational recommendations into three areas: organizational culture, workplace experience and workplace relationships. Their recommendations include leadership commitment, clear communication, worker participation in decisions, recognition, role clarity, civility and social support. The framework shifts attention from individual coping alone to the policies, structures and relationships that shape daily work.
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That distinction matters: resilience resources may be useful, but they cannot substitute for addressing harmful behavior, unclear expectations or a culture in which staff fear speaking up. The guidelines also mention employee assistance programs as one possible organizational resource.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Why the issue matters—and how to read the figures
The guidelines report substantial burnout and cost estimates, but these should be understood as figures presented by the guideline, not as independently verified here. They report that 50.2% of veterinarians were at high risk of burnout on a Professional Quality of Life Assessment survey, nearly 70% of credentialed veterinary technicians experienced burnout in a 2022 study, occupational burnout and psychological harm were associated with estimated annual U.S. healthcare costs of $125–190 billion, and veterinary-medicine burnout was estimated to cost $1–2 billion annually in the United States in 2022. The underlying studies were not independently reviewed for this article.
The guidelines are educational and informational, not professional psychological, mental-health or medical advice. Hospitals facing serious mental-health concerns should use appropriate professional support alongside workplace improvements.
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- Ask staff where speaking up feels difficult. Invite candid feedback and make clear how concerns can be raised.
- Respond consistently. Treat questions and reported mistakes as opportunities to understand problems and improve, not occasions for humiliation.
- Close the loop. Tell staff what action followed their feedback, or explain why a proposed change could not be made.
- Review the conditions of work. Check whether roles, communication, participation, civility and social support are clear and workable.
- Recognize contribution and share responsibility. Celebrate successes, share knowledge and delegate meaningful tasks with trust and support.
The aim is a workplace where people can contribute honestly and where leaders and staff share responsibility for making the hospital safer to work in.
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