At one point in my life, I was frequently the other party in similar scenarios; it's been a while, but some things I recall as helping me:
- Quick feedback loops
- Low formality experiments
These re-enforced the feeling of play, which felt much less high-stakes than 'work'. In a state of play, unexpected results aren't failures and interesting intermediate results provide a jumping-off point for informal social interaction, especially a shared anticipation of the achievement of the desired end product.
- High-touch guidance
- Pairing where I was driving
These significantly reduce the emotional energy barrier to asking questions and help teach norms about which aspects of product engineering require discipline vs which aspects that can be held loosely. Discipline and formality are expensive [at least for me] so saving the bulk of it for situations where it's essential allows much higher rates of progress in those directions where it isn't.
- Displays of vulnerability of my senior peers
- Stories of failure and its cost by the same
- Personal interest in me and my values
This helped me build trust in my team, which gave me additional space to feel safe playing around in. It also helped me start building a set of people for whom I no longer worried about wasting their time, allowing a bi-directional flow of value and a reinforcing of my motivation and sense of belonging.
All that being said, I have no context for your case beyond the above, so it's quite possible none of this is relevant, but hopefully it at least some useful fodder for your situation.