I think it is, it does seem to me that cultures that do it well have whatever it might be. They have a ritual around it that makes it more normal. And we went through a process for a while at the ready where we were using like a crit process that I learned from friends in art school a long, long time ago. It actually worked really well. For that exact reason, because it was focused on the work,. And it had a structure and everybody did it. We were all there in the spirit of making a thing better. No one was there to be like, you're a dumbass.
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
We want to hear from you. Send your thoughts and feedback to podcast@theready.com
Looking for some help with your own transformation? Visit theready.com