giving & receiving useful feedback (atbru 2016)
TRANSCRIPT
Giving & Receiving Feedbacks
Paul-Georges Crismer ATBru-2016
© Paul-G. Crismer – licensed under a Creative Commons 4.0 CC-BY-NC-SA licence
Useful
Paul-Georges Crismer @PGCrismer
[email protected] http://www.conforit.be
Efficiency through Attitude
Individuals, Relationships, Cooperation
Let’s connect
Agile & Feedback
Customer
Collaboration
Feedback loop
Embedded in Agile DNA
• Pair programming
• Unit Testing
• Continuous integration
• Daily Scrum
• Sprints
Opportunities
Actors
Team
Scrum Master
Product Owner
Users
Stakeholders
…
Events
Daily Scrum
Sprint Planning session
Backlog grooming
Pair Programming
Sprint Review
Sprint Retrospective
…
Feedback ?
Information
• about a past behaviour
• expressed here and now (present time)
• that may influence future behaviour
Behaviour
NOW
Exercise (page 7)
• A feedback that you would like to give, - the usual way -
• Pairs (giver, receiver) – Giver : expresses the feedback
– Receiver : « tastes » • Open mind ?
• Closed or Tension ?
• Sincere moose to contribute ? (contributive energy arousal)
2 x 1 minute – raise a hand when finished
What’s the point ?
… with feedback …
What’s the point?
• Learn
• Grow
• Mutual recognition
– Limits
– Drivers
• Support
• Trust
Modes
Appreciation
• Strengthen
• Repeat
Dissatisfaction
• Improve
• Change
Modes
Appreciation
• Strengthen
• Repeat
• Praise
• GOOD
Dissatisfaction
• Improve
• Change
• Blame
• BAD
When ?
• ASAP
• At a suitable moment for each party
• Ask before giving
What is difficult for you?
• GIVING Feedback ….
• RECEIVING Feedback…
Giving feedback
Communication
Dialogue breakers (brakes)
Judgement
Demands
Lack of responsibility
Prerequisite
Intention
Being right?
Cooperation ?
Choice
Working example
“Your updates in the daily standup are not very useful”
Basic assumptions
Positive a priori
• all human behaviour stems from attempts to meet universal human needs
• Every human being does his best to satisfy his needs.
• Humans feel better when they find solutions based on cooperation
Let’s go ! 4 steps.
Facts
Working example
“Your updates in the daily standup are not very useful”
Observation) The two last standups you said « everything is ok », then you spoke about specific code problems.
Effects (feelings)
Working example
“Your updates in the daily standup are not very useful”
Observation) The two last standups you said « everything is ok », then you spoke about specific code problems.
Feelings) I feel disappointed, puzzled
Motivation (Needs)
Working example
Your updates in the daily standup are not very useful”
Observation) The two last standups you said « everything is ok », then you spoke about specific code problems.
Feelings) I feel disappointed, puzzled
Need) Because I value consistency. I need a clear vision of the overal progress of the story.
Dialogue (Request/Action)
Working example
Your updates in the daily standup are not very useful”
Observation) The two last standups you said « everything is ok », then you spoke about specific code problems.
Feelings) I feel disappointed, puzzled
Need) Because I value consistency. I need a clear vision of the overal progress of the story.
Request) Can you tell me what prevents you to say « I have problems » when you intend to speak about problems ?
Key distinctions
• FACTS (Observation)
– Evaluation
• EFFECTS (feelings)
– Thought, involving somebody else
• MOTIVATIONS (Needs)
– Specific strategies
• DIALOGUE (Request)
– Demand
Exercise (page 7)
• Express your feedback using the 4 steps
• Pairs (giver, receiver) – Giver : expresses the feedback
– Receiver : « tastes » • Open mind ?
• Closed or Tension ?
• Sincere moose to contribute ? (contributive energy arousal)
2 x 1 minute – raise a hand when finished
To sum it up
Thougths, moralistic judgements
FACTS/Observation
EFFECTS/Feelings
MOTIVATION/Needs
DIALOGUE/Request
Receiving a feedback
Reminder
The one who gives a feedback
… actually speaks of himself
Judgement (and critiques) are tragic expression of unmet needs. (Marshall B. Rosenberg)
Reminder
… and does its best
to ask you something,…
contributing to her own well-being
Judgement (and critiques) are tragic expression of unmet needs. (Marshall B. Rosenberg)
Receive = Reformulate
Working example
Observation) When you hear me say “Everything is OK”, and then I speak about code problems
Feelings) You feel disappointed and puzzled
Need) because you need consistency
Request) And you want me to tell you what prevents me to say « I have problems » if there are problems ?
Conclusion
• Useful
– Based on facts, Responsible (needs)
– Cooperation
– Take ownership
• Balance
– Appreciation : 3
– Dissatisfaction : 1
I need feedback
Post-it :
FIRSTNAME, LASTNAME, email,
One thing you learned [email protected] http://www.conforit.be
Thank you!
Any question ?
Coaching Consulting Training
Efficiency through Attitude
Individuals, Interactions, Cooperation
[email protected] 0497/92.32.77 http://www.conforit.be
Webliography
• Agile Mindset • https://www.infoq.com/articles/continuous
-feedback-teams • https://confengine.com/agile-pune-
2014/proposal/426/agile-coaching-giving-and-receiving-feedback
• https://www.techwell.com/techwell-insights/2013/04/why-people-agile-teams-need-feedback
• https://minds.coremedia.com/2012/11/08/personal-feedback-in-agile-teams/
Webliography
NonViolent Communication
• Giving workplace feedback and Evaluation
• Center for NonViolent Communication
Other
• The Art And Science Of Giving And Receiving Criticism At Work
Books