Feedback

This feature only applies to episodes with transcripts, which is a small number at this time.

Frederic Laloux with an invitation to reclaim integrity and aliveness

...ther example that comes up often is: people shy away from difficult conversations. So self-managing is working, but people don’t give each other hard feedback that is needed for self-management to work. So the default answer there is often: “Okay, we train everybody in giving feedback.” And so with Wilber’s...more
...t give each other hard feedback that is needed for self-management to work. So the default answer there is often: “Okay, we train everybody in giving feedback.” And so with Wilber’s quadrants, it’s sort of a behavioural thing. Let’s just train people behaviourally, right? That’s the upper right quadrant. An...more
... upper right quadrant. And that might be a good way to do it. But I’ve heard from quite a few organisations that you can train people a lot in giving feedback but people often still shy away from it, right? Because we all are, to some degree, conflict avoiders. But if you set up the system in a way where t...more
...allback, like people hate that the job I do is bad, people hate an unsatisfied client. Trust me, if that happens, people will start giving each other feedback. And if they haven’t been given any training, it might be really clumsy feedback, it might be sometimes hurtful feedback. So by any means let’s train...more
...ient. Trust me, if that happens, people will start giving each other feedback. And if they haven’t been given any training, it might be really clumsy feedback, it might be sometimes hurtful feedback. So by any means let’s train people. But training is not enough. And so I think that looking at these differe...more
...will start giving each other feedback. And if they haven’t been given any training, it might be really clumsy feedback, it might be sometimes hurtful feedback. So by any means let’s train people. But training is not enough. And so I think that looking at these different quadrants is really interesting. ...more

Pasteur Byabeza on transitioning to self-management at Davis College

...cision making rights. So this resulted in frustration, lack of trust and disempowerment for so many people on our team. This was reflected in regular feedback in surveys that were conducted, to gauge faculty levels of stress. So this is what sparked the need or the desire to make some kind of radical shift ...more
...ent. Based on that, we came to a conclusion that self management is worth trying. So the next step was then to test that hypothesis. And based on the feedback we received with the early success of the new system in pilot circles, everyone at Davis College, and Akilah, was invited to transition into holacrac...more
...reates some situations where everybody feels comfortable holding everyone else accountable, for their commitments. But that can be done maybe through feedback, or sometimes even respectful confrontations. And because of that, I've seen that people tend to be more authentic - more true to themselves. And ev...more
...ow do I speak? How do I express myself in a way that doesn't offend people? How do I listen in a respectful way? How do I encourage people to give me feedback when we are communicating? How do I portray some signs of activities? Those are very simple techniques that I believe people can be very intentional ...more
...ng out. And you know, you can learn on the way. There are people who really want something that is already tried and tested. But I would say that the feedback we got from the pilots, our calls and their success, gave us every assurance that we needed to invite everybody into this new system. And that's how ...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis

...ough. There's some growth pain here because I have to let go of things that I'm very familiar with: habits, ways of being, I'm going to get lots more feedback from my colleagues in terms of how I'm showing up and the impact that I'm having. And if I'm a manager, having to let go of that power or influence o...more
...ree nurses having a cup of tea. It was a lovely, sunny day and they were so chatty and so down to earth and like: "yeah, of course we give each other feedback", and: "yeah, it's really tough, but it's important", and they were just living it on the front line, doing it, and couldn't imagine why you would ev...more
...ple are bumping up against some of the same challenges and it seems like most many of these organisations struggle with recognising that some kind of feedback system is really important, for example to be able to know, as Miki Kashtan put it: "we learn by knowing our impact on others". And I know like, Brya...more
...tan put it: "we learn by knowing our impact on others". And I know like, Bryan Ungard is of a school of thought where he has different thoughts about feedback, but there is still an emphasis on development. But that's also really hard to do. So no one has cracked this relational human stuff, mindset stuff -...more

Buurtzorg and the power of self-managed teams of nurses

... teams). So it's really interesting to hear all of the insights and all of what they've learned over the years about communicating, giving each other feedback, what's really rewarding, what's really challenging. And I think probably my favourite bit is when I asked them at the end, what advice they would gi...more
.... And that's true. Marian: And you speak a lot with each other... Chila: Yeah, there is a good communication in the teams. Marian: We give each other feedback. Chila: That's also a problem sometimes in the self-leadership thing. Because if you cannot do that in a team, if it's not safe enough to talk with e...more
...Lisa Gill: Do you guys give each other feedback in the team? Is that something you do? Chila: Yeah, always. Sometimes too much! Jolanda: Sometimes you cry! Chila: "I didn't mean to do that!" [Mimi...more
...Lisa Gill: And what is a right way? Or a good way of giving feedback? Chila: Gentle but clear. And sometimes somebody is so gentle that the other person doesn't get the message. So you have to get the... It's quite dif...more

Margaret Heffernan on how to act our way out of the status quo trap

...here I live. And one of the people working with me on it got the wrong end of the stick about something I'd said, and gave me some pretty unvarnished feedback - which was not terribly easy to receive. But having had that extremely uncomfortable conversation, the two of us can now work together much more eff...more
...me kind of promise from our bosses that they're going to listen. And Mary thought, well, that's fair enough. And as all smart people do, she took the feedback really seriously. And she slightly redesigned the program for the bosses to whom these concerns would come and taught them how to listen, how to ask ...more

Jorge Silva on horizontal structures and participatory culture at 10Pines

...se of pines - everyone is a pine - we have a gardener. We call it the gardener. And it's a person who is like a coach, a person that helps you to get feedback from your teammates. Who helps you to see your future and how to evolve in the company, and help you in terms of how to see the culture and how to un...more
... examples of the kinds of tools or training that you're giving to your gardeners? Jorge Silva: Well, right now we are doing conflict training. Giving feedback. Non-violent conversations. Yeah, I think this is one of the biggest trainings that we are doing right now. We are also working a lot in the onboardi...more

Miki Kashtan on the three shifts needed for self-managing organisations to thrive

...se they will be afraid of the messenger being killed. And so you need to actually do something for information to flow. And then the fourth system is feedback, which is also absolutely crucial in a self managing environment. Because if you are over here, self managing something, and there isn't feedback tha...more
... is feedback, which is also absolutely crucial in a self managing environment. Because if you are over here, self managing something, and there isn't feedback that constantly comes, you will silo. And you will function without sufficient information about the impact of the choices that you make. We learn th...more

Aaron Dignan on being complexity conscious and people positive

...ere you don't have formal line managers, how do people get counsel? How do they apprentice to different skills and different stories? How do they get feedback? So having a generous feedback culture is an investment that matters. Creating products and services and productizing things is an investment. So, yo...more
...managers, how do people get counsel? How do they apprentice to different skills and different stories? How do they get feedback? So having a generous feedback culture is an investment that matters. Creating products and services and productizing things is an investment. So, you know, we created these tensio...more

Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation

...different kind of director that would be much more supportive and collaborative and asking you think, asking you to try something else and giving you feedback and so on — so I’m thinking about, and maybe it’s because I’m not the ideal employee for Haier (laughs), but again, I think about this diversity ques...more

Amy Edmondson on psychological safety and the future of work

...you might diagnose poorly sometimes. You might look around and think something -needs to be done and you step right in and do it. And be prepared for feedback! Because maybe someone else will find it unhelpful. That’s OK. Each and every one of us must be willing to learn from our missteps as well as from ou...more

Keith McCandless and Henri Lipmanowicz on acting your way into a new kind of organising with Liberating Structures

...them, the easier it will be. If nothing else, to start with in terms of learning? To do that with somebody that can watch what you're doing, give you feedback and vice versa... you're partnering with them and doing things - and Keith and I have a lot of experience in that ourselves - even doing things as a ...more