In a management system, when I tell you that I'm experiencing you as too timid and I need you to be more confident, that's the final word. You'll either do that or you won't get promoted. But in a self managing context, if you're like, Erin, you're too confident or too loud or whatever, it's like, I can just be like, no, I'm not. And because it's the most personally threatening kind of feedback Because it's not about the work. It's not about agreements. It's about you. So this one is the one that requires the most practice and scaffolding and commitment from both parties.
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
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