Speaking Up Safely
The team goes quiet before it goes wrong.
People rarely stay silent because they don't see the problem. They stay silent because, somewhere along the way, speaking up cost someone. This is a self-paced practice course on psychological safety — the shared belief that it's safe to raise a problem, a risk, or a mistake without being punished or made to look foolish (Amy Edmondson's term). Ten decisions, four teaching units, and a certification gate at the end.
How it works
Each item teaches first, then asks you to prove it — by deciding, matching, sorting, sequencing, building, or choosing a set. Getting it wrong doesn't restart anything; it coaches you and lets you try again, because in real life you get to choose again.
Item
Course complete · Corporate
You cleared the gate: you surfaced your own bad news early and owned your part. That single move is the one that sets the whole team's ceiling for honesty.
The through-line, in one sentence
A team's willingness to speak up has a ceiling, and the leader sets it. The fix is never "people should be braver" — it's "make the room safe to be honest in."
What the four units were really teaching
Reading the room — hedging and silence are data, and there's a named fear behind every silence.
Responding — reward the act of speaking up before you know if they're right.
Fixing the meeting — fix the room (blameless, small cadence, premortem), not the people.
Accountability ≠ blame, and the leader's own bad news — accountability looks forward; the leader who surfaces first sets the ceiling.
Session log (for facilitators)
Local to this browser only — nothing is sent anywhere. Here so a facilitator can see where choices bunched up.