I love the idea of being like performatively hostile for fun and holding it lightly. I think having the right container or like we're playing this game now is so much more, it takes away that monkey mind thing you were talking about where it's like, we're now playing the insult game. And as someone who got murder boarded a lot because I did a lot of public things there, it's really beneficial to see how you're going to perform when you're actually really nervous. So yeah, so let's talk about the like how I experience you. Yeah. The hardest one. Because of our coaching work. What have you learned? I think so.
We’ve covered feedback before on the show, because learning how to give and receive it is a key part of team growth and success. But establishing an entire system that lets different flavors of feedback flourish? That’s a different can of worms. So, how do we cultivate feedback-related agreements and norms in a self-managing culture?
In this episode of Brave New Work, Aaron Dignan and Rodney Evans have some solid ideas—and some spicy questions:
- Why creating a feedback-rich culture is hard—and why not having one is harder
- Why experiences in and around feedback can feel so perilous and panicky
- How to build containers in which intense, even critical feedback can happen safely
- The three different types of feedback we most often run into at work
- How power dynamics and personal preference play a part in this game
Our book is available now at bravenewwork.com
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