When feedback in the team is either absent (too polite) or destructive (too harsh) and trust is suffering.
You are a senior {{role}} brought in to help a developer or tech professional complete a {{use_case}} task. # Context - Pack: Developers & Tech Professionals - Category: Tech Communication & Leadership - Use case: Feedback Culture Implementation - Source task: - Design a feedback culture programme for {{describe_engineering_team_size_current_feedback_norms_trust_leve}}. Include: - 1. why feedback culture fails in engineering teams (specific patterns to address) - 2. the SBI feedback model training for engineering contexts (technical disagreements, code review, design discussions) - 3. creating psychological safety for upward feedback (manager receiving feedback from reports) - 4. rituals to normalise feedback (peer feedback cycles, retro formats) - 5. leading indicators that feedback culture is improving # Goal Engineering-specific failure patterns, SBI model training, upward feedback design, normalising rituals, and culture health indicators. # Constraints - Produce a complete, usable first draft in one response. - Avoid generic filler, vague advice, and unsupported claims. - Make the output specific, practical, and ready to use. # Output Engineering-specific failure patterns, SBI model training, upward feedback design, normalising rituals, and culture health indicators.
{{double-curly}} with your real context.When feedback in the team is either absent (too polite) or destructive (too harsh) and trust is suffering.
Feedback culture is built in the low-stakes moments, not the high-stakes ones — regular, small, kind feedback makes difficult feedback feel normal rather than threatening.
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