In a self-managing system, if you want to have that feedback loop really going in a healthy way and actually driving development, I'm not sure exactly what that looks like. And the only case that comes up when you talk about feedback in the self-management literature that really like rises to the surface is Bridgewater. That feedback culture is so unique and so idiosyncratic and in some cases so scary that I don't think that that's necessarily the model that everybody can enjoy.
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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