Sometimes I'll get critical feedback and I'm like, this is useful and interesting to me. And also I made a specific trade off that was thoughtful in the moment that led to this. If you knew what trade off I was making, would you still have received this the same way? Sure. In a facilitation context, what might be annoying to me from a pacing perspective might be a trade off the facilitator is making for quieter voices or a little breathing room for slower thinkers. Maybe that would be helpful to me in just like shutting the fuck up in my brain to be like, why is this taking so long? Right.
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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