INTRODUCTION
In 15th-century Florence, Filippo Brunelleschi faced an unprecedented challenge: building the dome of Florence Cathedral, a project that required not only architectural ingenuity but also a new approach to managing work.
The starting point was: “How can we build the Dome while minimising risks, given its exceptionally complex shape, which remains incomplete compared to the rest of the building?”
When the dome reached its point of maximum curvature, ascending and descending it—often several times a day—became seriously arduous, forcing workers to undertake a perilous journey down to the ground and back up again. Faced with these harsh and dangerous conditions, Brunelleschi showed pioneering foresight by establishing the first worksite canteen at a height of 104 metres, drastically reducing the climbs and descents required throughout the day.
This deceptively simple solution reflected a profound understanding of human needs and efficient resource management. Brunelleschi not only saved his workers time and energy, but he also enhanced their wellbeing, demonstrating a level of care and respect for work and the individual that, while perhaps obvious today, represented a revolutionary approach at the time.
This initiative, among many others, anticipated the principles of ergonomics and occupational safety, laying the groundwork for what we now call corporate wellbeing—a concept underlining that caring for workers is directly linked to productivity and the quality of their work. In doing so, Brunelleschi left the world not only an architectural masterpiece, but a timeless lesson as well: to build great things, we must first ensure our foundations are solid and resilient, while carefully considering every detail of how the people who inhabit our workplaces actually operate.
PSYCHOLOGICAL SAFETY AS THE FOUNDATION OF ORGANISATIONAL WELLBEING
From the moment we are born and open our eyes, to our very first steps, those around us strive to make our surroundings safe.
Safety is one of the most fundamental human needs, second only to physiological necessities such as eating and sleeping. This is precisely what A. Maslow outlined in his Hierarchy of Needs.
An organisation that values psychological safety creates the right environment for people to feel encouraged to voice their opinions, experiment and, above all, learn from their mistakes.
We seek that same sense of protection across other areas of our lives, such as the workplace, where people want to feel safe and free from physical and psychological threats. Only when this level of safety is guaranteed do creativity, an openness to innovation, and a genuine commitment to change truly flourish.
Much like a child who relies on the support of caregivers to provide a safe space in which to explore, act, and interact.
“Psychological safety” is a concept introduced by Amy Edmondson, Professor of Leadership and Management at Harvard Business School, who defines it as: “a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes”.
This environment of openness and trust serves as the fertile ground where innovation and collaboration naturally take root.
In this way, collective learning accelerates, strengthening a sense of belonging, internal cohesion, and teamwork.
A psychologically safe environment requires sustained commitment from business leaders, who must act as active champions in developing a shared culture grounded in mutual respect and inclusivity. It also means acknowledging and valuing the contribution of every single individual, encouraging open and unfiltered communication.
This is how solid foundations and effective, productive organisational wellbeing are built—in much the same way Brunelleschi approached the construction of his dome.
A New Renaissance in Corporate Wellbeing
We could describe it this way: to achieve economic success, organisations must also cultivate work environments that foster the wellbeing and personal fulfilment of their people—providing genuine psychological listening to understand their needs and unlock their full creative and energetic potential.
The question every leader should ask themselves is: “How can I help build a ‘dome’ of wellbeing within my organisation, following Brunelleschi’s example?”
There is no simple answer, but succeeding means charting a path towards an inspired, safe, and deeply human future of work—one that drives sustainable business success.
