If all we're doing is debating whether your first reaction is right or wrong, that's so surface. And it's more interesting to me in those conversations, if I'm the receiver is now that you know the trade off I made, would you make the same one? Exactly. So if you know that I was preferencing, finishing the conversation. So we had an outcome over spaciousness and inclusion. Would you make that trade off in this moment for this thing? Yeah, exactly. Like, there's a thing in there very much about like having an ability when you're getting the feedback to say, here's what I was doing. Now tell me what you think about it
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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