Segurança psicológica como fator de desempenho de projetos: acesso ao conhecimento e às competências das pessoas do projeto

This editorial discusses the role of psychological safety as a factor for increasing the performance of people involved in projects. In contexts characterized by high complexity, resource constraints, and pressure for results, the absence of psychological safety directly compromises collaboration, innovation, and organizational performance. Scientific literature shows that psychological safety promotes an environment in which individuals feel safe to express ideas, share opinions, question established practices, and learn from mistakes, without fear of punishment or judgment. This situation is especially relevant in project management, where the work dynamics often involve decision-making under uncertainty, interaction in multidisciplinary teams, and transfer of critical knowledge from people involved in projects. Empirical evidence confirms that psychological safety positively influences creativity, collective learning, operational effectiveness, and knowledge retention. Furthermore, building psychologically safe environments depends on inclusive leadership, open communication, valuing mistakes as an opportunity to learn, and encouraging voice behavior. This editorial aims to promote research that aims to empirically understand how psychological safety favors knowledge transfer and competences development in projects, making it necessary to investigate the practices and interventions adopted by leaders and team members. Furthermore, research can also explore the preparation of leaders and teams to recognize behaviors that do not compromise psychological safety, ensuring that the culture of organizational change and competences development are not only stimulated, but also sustained in the long term.