giving & receiving useful feedback (atbru 2016)
TRANSCRIPT
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Giving & Receiving Feedbacks
Paul-Georges Crismer ATBru-2016
© Paul-G. Crismer – licensed under a Creative Commons 4.0 CC-BY-NC-SA licence
Useful
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Paul-Georges Crismer @PGCrismer
[email protected] http://www.conforit.be
Efficiency through Attitude
Individuals, Relationships, Cooperation
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Let’s connect
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Agile & Feedback
Customer
Collaboration
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Feedback loop
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Embedded in Agile DNA
• Pair programming
• Unit Testing
• Continuous integration
• Daily Scrum
• Sprints
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Opportunities
Actors
Team
Scrum Master
Product Owner
Users
Stakeholders
…
Events
Daily Scrum
Sprint Planning session
Backlog grooming
Pair Programming
Sprint Review
Sprint Retrospective
…
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Feedback ?
Information
• about a past behaviour
• expressed here and now (present time)
• that may influence future behaviour
Behaviour
NOW
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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
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What’s the point ?
… with feedback …
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What’s the point?
• Learn
• Grow
• Mutual recognition
– Limits
– Drivers
• Support
• Trust
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Modes
Appreciation
• Strengthen
• Repeat
Dissatisfaction
• Improve
• Change
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Modes
Appreciation
• Strengthen
• Repeat
• Praise
• GOOD
Dissatisfaction
• Improve
• Change
• Blame
• BAD
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When ?
• ASAP
• At a suitable moment for each party
• Ask before giving
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What is difficult for you?
• GIVING Feedback ….
• RECEIVING Feedback…
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Giving feedback
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Communication
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Dialogue breakers (brakes)
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Judgement
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Demands
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Lack of responsibility
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Prerequisite
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Intention
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Being right?
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Cooperation ?
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Choice
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Working example
“Your updates in the daily standup are not very useful”
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Basic assumptions
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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
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Let’s go ! 4 steps.
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Facts
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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.
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Effects (feelings)
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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
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Motivation (Needs)
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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.
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Dialogue (Request/Action)
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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 ?
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Key distinctions
• FACTS (Observation)
– Evaluation
• EFFECTS (feelings)
– Thought, involving somebody else
• MOTIVATIONS (Needs)
– Specific strategies
• DIALOGUE (Request)
– Demand
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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
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To sum it up
Thougths, moralistic judgements
FACTS/Observation
EFFECTS/Feelings
MOTIVATION/Needs
DIALOGUE/Request
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Receiving a feedback
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Reminder
The one who gives a feedback
… actually speaks of himself
Judgement (and critiques) are tragic expression of unmet needs. (Marshall B. Rosenberg)
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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)
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Receive = Reformulate
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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 ?
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Conclusion
• Useful
– Based on facts, Responsible (needs)
– Cooperation
– Take ownership
• Balance
– Appreciation : 3
– Dissatisfaction : 1
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I need feedback
Post-it :
FIRSTNAME, LASTNAME, email,
One thing you learned [email protected] http://www.conforit.be
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Thank you!
Any question ?
Coaching Consulting Training
Efficiency through Attitude
Individuals, Interactions, Cooperation
[email protected] 0497/92.32.77 http://www.conforit.be
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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/
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Webliography
NonViolent Communication
• Giving workplace feedback and Evaluation
• Center for NonViolent Communication
Other
• The Art And Science Of Giving And Receiving Criticism At Work
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Books