Continous feedback workshop
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Facilitator notes for a 90min feedback workshop for teams that includes role playing with cards. See cards here: https://www.slideshare.net/JorgeBalden/continuous-feedback-cards Read article: https://www.linkedin.com/pulse/building-continuous-feedback-culture-your-team-jorge-balde%C3%B3n/?published=t
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Continous feedback workshop
- 1. CONTINUOUS FEEDBACK WORKSHOP Facilitator notes Jorge Baldeón Note: I don’t run this workshop using slides. I suggest using flipcharts instead.
- 2. GOALS OF THIS WORKSHOP Strengthen feedback culture in the team Clarity in imaginary lines
- 3. AGENDA Why feedback? Good and bad of feedback Levels of feedback Feedback models Card game
- 4. CHECK-IN What am I feeling? What could prevent you from being fully present? In groups of max 6 ONE MINUTE EACH
- 5. QUESTION When was the last time you got feedback?
- 6. QUESTION Raise your hand if you as a person are interested In growing professionally
- 7. QUESTION What prevents us from giving feedback? Discuss in pairs why and what you are interested in 3 MINUTES
- 8. Do it … When it helps improve the teamwork and the whole system … When it helps model the culture you want to build … When your intention is clear and positive Maybe not … When only to show that I know better … When only responding to my own triggers … When based on other’s observations WHEN TO GIVE FEEDBACK
- 9. Feedback should be… … In small chunks … Specific … Frequent … Appreciated FEEDBACK GOOD AND BAD
- 10. Essence of person/ beliefs Levels of Feedback Work, results, performance Other behaviours
- 11. Situation Behavior Impact Wish FEEDBACK MODELS Observation Perception Suggestion Behavior Example Effect Future The Sh*t sandwich
- 12. CARD GAME
- 14. FACILITATE THE DISCUSSION Allow the observer to share reflections from the interaction, i.e. what went well and what could be even better. Engage the rest of the audience. Keep it flowing. Notice and introduce the following elements in the discussion when relevant: • Did the giver ask for permission? • Is the feedback usable? Is it vague? • How many would do this the same way? • Do we need to have a suggestion for ‘how’ to improve? • Is the person using ‘I’ voice to own the feedback? • Did the receiver of the feedback agree with the “facts”? • What else could be done in that situation? • Etc.
- 15. Time Topic Description Notes 10 min Introduction Creating a safe space, use check-in 3 min Why give feedback? Ask questions: who gives feedback? who wants to develop? 3 min Things to consider Timing is everything Small and frequent, not large and infrequent Delay causes problems 3 min Levels of feedback to be given Essence of oneself Work Performance 5 min Feedback models Situation - Behaviour - Impact - Wish Observation - Perception - Suggestion Behaviour - Example - Effect - Future Sh*t sandwich Give a couple of examples. 5 min Present the cards Player 1 - Giver Player 2 - Receiver Observer + Audience Arrange the seats. •make sure giver and receiver face each other and not the audience 60 min Turns acting out the game Remember to gather feedback on the workshop 15 FACILITATATOR AGENDA BREAKDOWN
Notes de l'éditeur
- We will focus on the difficult feedback. The positive reinforcing feedback is most of the time easier that telling somebody something that should be improved.
- The quality of our conversations depend on our internal state. A check-in ensures we bring our heart, attention and connection. This makes us more focused, encourages team bonding and improves outcomes.
- You can do: stand on a line. Raise your hand if you have received feedback within the last 6 months and run downwards to 2 months, 1 month, 2 weeks, 1 week. The point is that we don’t get it as often.
- If we are all interested in growing professionally and we know feedback will help us, then why is there a split?
- If we are all interested in growing professionally and we know feedback will help us, then why is there a split? Get some shares.
- Draw this and talk about it. With this idea, we try to clarify that there is a line where we don’t cross. But sometimes identifying that line can be tricky. Especially because that line is different in different groups of people.
- Don’t present too many models. Get over this first section quickly.