Psychological safety and organizational psychological threat are not simple opposites but dynamic processes that can coexist within the same organizational context and mutually influence one another. Psychological safety enables employees to engage in interpersonal risk-taking without fear of negative social consequences, thereby fostering team learning, open communication, feedback seeking, and improved performance outcomes. However, the relationship between safety and threat is not linear; when psychological safety is not balanced with performance standards and accountability, it may lead to complacency, while perceived threat under certain conditions can intensify the search for greater security and structural clarity. Both constructs are shaped by contextual factors such as leadership style, performance evaluation systems, organizational justice, and cultural norms, as well as by actor-specific characteristics including power and status position, social identity, and self-efficacy. For sustainable organizational success, psychological safety must be institutionalized alongside high performance expectations, and leadership, communication, and justice mechanisms should be carefully designed to prevent the chronicization of psychological threat.