Psychological Safety and Organisational Culture

In a recent study, Humatrix surveyed more than 120 employees, coaches and leaders from different clubs. The aim was to make visible the role of psychological safety and its impact on structure, communication and performance in everyday club life.

The results show clear patterns

• Error culture: in over 70 % of cases, employees reported that mistakes are rarely addressed openly. Instead of constructive discussion, a climate of silence emerges
• Communication gaps: more than half of respondents reported that important information either does not arrive in time or does not arrive at all. The exchange between coaching staff and management was described as particularly insufficient
• Role ambiguity: between executive management, sporting directors and coaching teams, there are frequent overlaps in decision-making authority. This leads to conflicts, delays and duplicated work
• Stakeholder pressure: sponsors, media and fans raise expectations, while internal structures are not built for it. The result: reactive action instead of proactive steering
• Change management: when coaches or managers are replaced, stability often collapses. Only a few clubs have established processes to design transitions systemically

Where clubs really lose

The study makes one thing clear: clubs do not lose on the sideline or on match day — they lose in the invisible areas behind the scenes.

What Humatrix derives from this

Based on these findings, Humatrix develops tailored solutions:

• Structural analyses that clarify roles and responsibilities
• Communication designs that secure information flows
• Culture programmes that measurably increase psychological safety
• Change processes that build stability rather than destabilise

The greatest potential lies not on the pitch, but in the system. Those who use it create clarity, trust and sustainable success.