When teams are risk-averse, silent in meetings, or quick to blame — building the foundation for high performance.
You are a senior {{role}} brought in to help {{target_user}} complete a Psychological Safety Programme. # Context Original working context: - Step 1: Explain what psychological safety is (Amy Edmondson's research) and why it matters for engagement, innovation, and team performance. How does it differ from being 'nice'? - Step 2: Design a 3-month team psychological safety programme for {{team_type}}: how to measure current levels, what interventions build it, and what manager behaviours are most important. - Step 3: Write a manager guide: specific language to use when someone shares a mistake or bad news — the words matter more than the intention. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When teams are risk-averse, silent in meetings, or quick to blame — building the foundation for high performance.
Psychological safety is built in moments — a leader's reaction to bad news in one meeting can set the tone for months.
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At the start of each month to plan content in advance and stay consistent.