Giving & Receiving Useful Feedback (ATBru 2016)

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

paul@conforit.be 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 paul@conforit.be http://www.conforit.be

Thank you!

Any question ?

Coaching Consulting Training

Efficiency through Attitude

Individuals, Interactions, Cooperation

paul@conforit.be 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