Professor Alan Patching & Feedback
When people hear the term psychosocial safety, they often think about legislation, compliance, and policies.
When I hear the term psychosocial safety, I think of Professor Alan Patching, and I was lucky enough to interview him recently. Alan has a strong professional background with a PhD from Bond University (addressing aspects of workplace stress). He is a highly regarded consultant in Organisational Psychosocial Hazards and Risk Management, a Registered Clinical Psychotherapist, and a Clinical Hypnotherapist.
In my conversation with Alan, one idea came through strongly: feedback sits at the heart of psychosocial safety. He described how feedback is central to Psychosocial Safety and why the way we offer and receive feedback matters more than ever.
Alan stated, “Feedback can become a psychosocial hazard if it is not handled properly.”
That is such an important point for leaders.
When we are offering feedback, we often think we are helping. But feedback is not automatically helpful simply because it is well-intended. If it is delivered without care, without clarity, (or without a Warm Up), it can increase stress, trigger defensiveness, and damage trust.
Alan’s message was clear: “Feedback should be a conversation, not a one-sided lecture.”
According to Alan, psychosocial safety is strengthened when feedback conversations are two-way. Not just leader to employee, but employee to leader as well.
When people can speak honestly about workload, pressure, stress, and what is getting in their way, leaders get the information they need to prevent harm rather than respond too late. This is especially important when organisations rely heavily on their top performers. Often, the most capable people are given more responsibilities because they are seen as dependable. But unless there is honest feedback about capacity, that pattern can quietly turn into overload.
Alan captured this concern well when he emphasised the need for open discussions regarding workload and stress, particularly with those carrying the heaviest demands.
This is where feedback becomes more than a performance tool. It becomes a cultural tool.
Feedback Fit conversations can help leaders:
Identify risks.
Build trust.
Understand what people are actually experiencing, not just what appears to be happening on the surface.
Alan’s broader point was that healthier workplaces are not created through compliance alone. They are created through cultural transformation. Feedback is one of the most practical ways leaders can begin that transformation.
Every feedback conversation shapes culture.
That is why feedback matters for performance, accountability and psychosocial safety.
If you’re ready to become Feedback Fit, Book a 30-minute complimentary discussion with Sue and discover how to create a feedback-rich culture that keeps your best people growing and thriving.
P.S. Forward this to a leader who could benefit from this weekly update. It’s an easy way to support their leadership growth and help more teams become Feedback Fit.
