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Half Day | Max. 14 Participants
Workshop Outcomes
- Understand what psychological safety is and what it enables, including why silence is usually self-protection rather than apathy, and why the highest-performing teams combine high safety with high accountability rather than choosing one or the other
- Identify the specific behaviours in each individual and across the team that are currently building or eroding safety and accountability, through honest structured reflection and discussion
- Produce a co-created, written team agreement covering shared safety commitments, explicit standards, observable team behaviours, and an accountability process signed by every team member and scheduled for review
Topics Covered
- The foundation — what psychological safety is and what it enables: Amy Edmondson's definition and the evidence base, what safety makes possible in terms of ideas, problem-naming, learning and retention, and the team's current experience of safety through structured pair discussion
- The tension — safety meets accountability: the four-zone matrix (apathy, comfort, anxiety, and high performance), why psychological safety and accountability are not opposites, what accountability actually means in a high-safety team, and a structured small-group discussion about the team's shared standards and where they are currently implicit or inconsistent
- The behaviours — what we actually do: the specific, observable behaviours that build safety (going first, responding generously, naming the dynamic, welcoming challenge) and those that erode it (non-verbal dismissal, shooting the messenger, coalition-building, social punishment, silencing through speed), accountability behaviours for a high-safety environment, and an individual behaviour audit
- The agreement — what we commit to: what makes a team agreement worth the paper it's written on, the four-section agreement structure, a facilitated whole-team drafting session, three tests for quality (specificity, universality, courage), and a commitment round in which every team member names their individual commitment from the agreement
Location
- Willing to work remote
- Willing to work interstate
How can this workshop be delivered?
- Face to face
Overview
Most teams have unspoken agreements; implicit expectations about how people should behave, what can be said, and what gets left unsaid. The problem with implicit agreements is that they cannot be revisited, renegotiated, or applied fairly. When standards are unclear or safety is low, teams consistently underperform their collective intelligence not because of individual capability, but because of how people work together.
Safe Together is a structured three-hour team intervention for whole teams. It addresses the dynamic that most training avoids; how psychological safety and accountability interact, and how to build both simultaneously. Participants leave with a co-created, written team agreement covering shared safety commitments, explicit standards, observable team behaviours, and a clear accountability process. This is not a workshop about teams in general. It is a workshop for this team, on this day, producing a document that belongs to everyone in the room.
Workshop Outcomes
- Understand what psychological safety is and what it enables, including why silence is usually self-protection rather than apathy, and why the highest-performing teams combine high safety with high accountability rather than choosing one or the other
- Identify the specific behaviours in each individual and across the team that are currently building or eroding safety and accountability, through honest structured reflection and discussion
- Produce a co-created, written team agreement covering shared safety commitments, explicit standards, observable team behaviours, and an accountability process signed by every team member and scheduled for review
Topics Covered
- The foundation — what psychological safety is and what it enables: Amy Edmondson's definition and the evidence base, what safety makes possible in terms of ideas, problem-naming, learning and retention, and the team's current experience of safety through structured pair discussion
- The tension — safety meets accountability: the four-zone matrix (apathy, comfort, anxiety, and high performance), why psychological safety and accountability are not opposites, what accountability actually means in a high-safety team, and a structured small-group discussion about the team's shared standards and where they are currently implicit or inconsistent
- The behaviours — what we actually do: the specific, observable behaviours that build safety (going first, responding generously, naming the dynamic, welcoming challenge) and those that erode it (non-verbal dismissal, shooting the messenger, coalition-building, social punishment, silencing through speed), accountability behaviours for a high-safety environment, and an individual behaviour audit
- The agreement — what we commit to: what makes a team agreement worth the paper it's written on, the four-section agreement structure, a facilitated whole-team drafting session, three tests for quality (specificity, universality, courage), and a commitment round in which every team member names their individual commitment from the agreement
Who is this workshop for
Suitable for intact teams — groups of people who work together regularly and share responsibility for collective outcomes. Particularly valuable for teams navigating a period of change, conflict, or performance pressure; teams that have recently formed or expanded; teams where unspoken dynamics are affecting performance; and teams whose managers want to build genuine psychological safety alongside high standards.
Suitable for all team members regardless of seniority — the session is designed for whole teams, not sub-groups. The facilitator manages the power dynamics inherent in mixed-seniority groups throughout the session.
Handouts/materials provided
Each participant receives a professionally designed participant workbook used throughout the session, covering reference content for all four blocks, structured reflection and discussion activities, and a full team agreement template with four sections, writing lines, and a signature block for all team members.
The workbook is designed to be retained after the session as an ongoing reference.
What to bring
Just yourselves; the whole team. No preparation required.
Each participant receives a workbook which is used throughout the session and contains the team agreement template.
The agreement is signed in the session and a typed version is distributed within 48 hours.
Facilitator
About the facilitator
Caroline Crosbie works at the intersection of neuroscience, performance, and workplace wellbeing — helping individuals and teams in demanding environments perform sustainably, regulate effectively, and work together well.
With over 30 years of experience and a Masters in Clinical Psychology from Ireland, Caroline brings a rigorous evidence base to everything she delivers. Her work draws on sleep science, nervous system regulation, and the psychology of team dynamics — translated into practical tools that work in real workplaces, not just training rooms.
She works primarily with leaders, managers, and teams in government and professional services — environments where the pressure to perform is high, the margin for error is low, and the human cost of getting it wrong compounds quietly over time.
Caroline's programmes are part of the Sustainable Performance Series — a suite of evidence-based workshops designed for organisations that take performance seriously and understand that sustaining it requires more than resilience training.
Key Expertise
- Psychological safety and team effectiveness
- Stress, anxiety and nervous system regulation
- Sleep science and work performance
- Burnout prevention and sustainable performance
- Emotional intelligence and leadership effectiveness
Industry Focus
- Government and public sector
- Local government
- Health and community services
- Professional services
- Mining and resources
Based in:
About the facilitator
Caroline Crosbie works at the intersection of neuroscience, performance, and workplace wellbeing — helping individuals and teams in demanding environments perform sustainably, regulate effectively, and work together well.
With over 30 years of experience and a Masters in Clinical Psychology from Ireland, Caroline brings a rigorous evidence base to everything she delivers. Her work draws on sleep science, nervous system regulation, and the psychology of team dynamics — translated into practical tools that work in real workplaces, not just training rooms.
She works primarily with leaders, managers, and teams in government and professional services — environments where the pressure to perform is high, the margin for error is low, and the human cost of getting it wrong compounds quietly over time.
Caroline's programmes are part of the Sustainable Performance Series — a suite of evidence-based workshops designed for organisations that take performance seriously and understand that sustaining it requires more than resilience training.
Key Expertise
- Psychological safety and team effectiveness
- Stress, anxiety and nervous system regulation
- Sleep science and work performance
- Burnout prevention and sustainable performance
- Emotional intelligence and leadership effectiveness
Industry Focus
- Government and public sector
- Local government
- Health and community services
- Professional services
- Mining and resources
Based in:
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