e$)$ An individual needs to answer the following question$$regarding article #$1$ summary and article #$2$ summary as well as research about project Aristotle and how it relates to psychological Safety altogether, plus, the individual needs to answer thoroughly and succinctly and provide examples to justify the individual$$s way of thinking.

Article #$1$ Summary: McKinsey posted an article in July $2017$ regarding psychological safety and in his article, he explains that psychological safety is crucial for human performance, allowing individuals to perform their best at home, school, and work. It fosters an environment where people feel safe to take risks, speak up$,$ disagree openly, and share concerns without fear of negative repercussions or pressure. Investing in leadership development at all levels of an organization can cultivate leadership behaviors that enhance psychological safety. Three ways to approach psychological safety include deploying a scaled system of leadership development, investing in emotional, sensory$,$ and engaging leadership development experiences, and building mechanisms to make development a part of leaders' day$-$to$-$day work. During the COVID$-19$ pandemic, stress has significantly impacted employees' behavioral health and productivity. Employers should consider reducing stigma, implementing workplace programs to promote mental health, ensuring equal accessibility of services, enabling digital points of access, integrating healthcare delivery, and using analytics and employee feedback to identify behavioral$-$health needs and care preferences. Compassionate leaders foster loyalty and engagement, leading better$-$performing teams. Cultivating awareness, vulnerability, empathy, and compassion can bring communities together in a crisis, and higher$-$earning employees tend to be more satisfied.

Article #$2$ Summary: McKinsey posted an article on July $2020$ regarding psychological$-$safety leadership in a time of flux. In the article two renowned scholars and two McKinsey experts illuminate the leadership imperatives of our time: bringing people together, energizing forward progress, and reimagining normalcy. McKinsey's article on psychological$-$safety leadership emphasizes the need for leaders to bring people together and reimagine normalcy during uncertainty. Psychological safety refers to the absence of interpersonal fear, allowing people to express work$-$relevant content. The pandemic has allowed for more open communication, but this may not be suitable for essential workers. Technology can either help or hinder emotional and psychological well$-$being, with stress from uncertainty potentially causing disorientation and cognitive impairment. Leaders should add positivity to their interactions, resisting the hero mentality, and capture positive aspects of shared experiences, such as a shared vision or sense of purpose, which is the strongest predictor of organizational$-$leadership effectiveness, engagement, organizational citizenship, and product innovation.