4. introduction to feedback


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4. introduction to feedback

  1. 1. Entrepreneurial Leadership
  2. 2. Human Centered Entrepreneurship: The BUILD Process
  3. 3. BUILD Lab IKAGENG Crèche
  4. 4. The BUILD Process: Believe Entrepreneurs must BELIEVE that they have the power to change the world around them and must embrace a mindset of continual improvement.
  5. 5. Ikageng Crèche
  6. 6. The BUILD Process: Understand Before designing solutions to meet needs of the community, entrepreneurs must build deep empathy to UNDERSTAND both individuals they are designing for and the system in which they reside.
  7. 7. There is a need for… • 1. Altered Curriculum : prepare kids for primary school / improve English skills • 2. Clean Outdoor Space : increase maximum activity / accommodate more children • 3. Advertising and Marketing : promote the school • 4. Improved Hygiene Awareness : enhance health of children
  8. 8. The two we picked • 1. Altered Curriculum : prepare kids for primary school / improve English skills • 4. Improved Hygiene Awareness : enhance health of children
  9. 9. The BUILD Process: Invent To meet needs, human-centered innovation requires a cyclical process to arrive at the right idea. We INVENT a wide range of possible solutions, making them tangible through prototyping.
  10. 10. Solutions • Advertising : Website, Poster, etc… • Curriculum • Sleeping Mats • More Sponsors • Re-organize and clean space • Pave playground area • Hygiene Education • Songs, Games
  11. 11. The BUILD Process: Listen Entrepreneurs LISTEN to feedback from potential customers and other stakeholders to iterate and improve these solutions.
  12. 12. The ones they picked • Curriculum : Divide by age groups, Teach a Lesson, More Staff • Sleeping Mats • More Sponsors • Pave playground area • Hygiene Education • Songs, Games • Re-organize and clean space • Advertising : Website, Poster, etc…
  13. 13. Prototypes/ Solutions Implemented • New Curriculum • Flash Cards • Board Game • Matching Card Game
  14. 14. The BUILD Process: Deliver Solutions are evaluated for viability and long-term sustainability to discover which are true opportunities. Entrepreneurs DELIVER these solutions by mobilizing resources, venture planning, leveraging networks, and measuring impact.
  15. 15. Measurements of Impact • How satisfied the children were with the games • How well the children understand the games • How often games will be implemented • How many words the kids learn in 5 weeks • How often the kids use hygiene without being prompted
  16. 16. IKAGENG Video Project Ikageng
  17. 17. Your BUILD Lab Challenge Create a market-based solution (a product) that addresses social issues at a local creche.
  18. 18. Entrepreneurial Leadership
  19. 19. Feedback
  20. 20. Partner Up!
  21. 21. Feedback • What is feedback? • Why is feedback important to humans?
  22. 22. Positive Feedback • Positive feedback is intentional or unintentional responses that come from others • Naturally uplifting and self-building • Encourages recipient to repeat the behavior or to improve behavior • Examples: • Roommate/spouse compliments you for cleaning the house • Student praises your lesson • Friend buys you dinner for helping her move
  23. 23. Positive Feedback
  24. 24. Negative Feedback • Negative feedback is any intentional or unintentional reaction from another that demeans or belittles your actions, your beliefs, etc. • Naturally deflating, hurtful, and self-defeating • Discourages the particular behavior addressed, but usually others (good and bad) • Examples: • Someone makes fun of your accent • An old friend posts something mean on Facebook • Sibling criticizes your opinion
  25. 25. Negative Feedback
  26. 26. Past Experiences • Past experiences are the accumulation of positive and negative feedback • Affect our ability to remain positive, be self-motivating, or maintain self-confidence • Everyone has some past experiences that drain our buckets • Steady flow of positive feedback necessary for most people
  27. 27. Past Experiences
  28. 28. Surprising Facts About Feedback 1. The quality of any relationship is directly correlated to the quality and quantity of the feedback given 2. Even simple pleasantries can be important feedback 3. Eye contact is critical feedback 4. Some people require more feedback than others 5. Withholding feedback is psychological punishment
  29. 29. Types of Feedback
  30. 30. Giving Feedback 1. Try to solve issues using Supportive Feedback • Often and specific • Clarity helps recipient know exactly which behavior to repeat 2. ONLY if/when necessary, move to Constructive Feedback • Follow Center for Creative Leadership’s SBI Model DO NOT TRY TO MIX #1 AND #2
  31. 31. SBI S—Situation (describe the exact location, time, and circumstance of the behavior) B—Behavior (explain the specific behavior witnessed in objective, neutral terms; do not add value judgment or personal insight) I—Impact (describe the impact the behavior had on you, or what you perceived in other people; avoid “you” statements)
  32. 32. Examples “Bob, yesterday, when we were in the quad talking about about racism (situation), you said that you thought people were just too sensitive (behavior), and I felt like I was being attacked for my beliefs. (impact)” “Sonya, today at lunch when I asked you to pass the salt (situation), I noticed that you rolled your eyes and then said, ‘Whatever.’ (behavior) I felt embarrassed and hurt because I didn’t feel respected. (impact)” ‘Two years ago (situation? not clear enough), you started having a real attitude problem (behavior? not a specific behavior), and now you’re always acting like I’m too blame for everything (impact? doesn't describe how it hurts the speaker).”
  33. 33. Practice Write an SBI feedback for the following instances: • Your teacher keeps ignoring you during her lecture when you raise your hand • Your best friend (who is always busy) ditched you for lunch • Your hallmate said something that you found offensive
  34. 34. SBI Practice
  35. 35. SBI Practice •Scenario 1: In a group project, two members of the group continually arrive late, causing disruption of team’s work. •Scenario 2: Often, one soccer player verbally abuses another and the captain doesn’t know whether to address the problem or talk to the coach. •Scenario 3: Working for Duka Bora is great, except the CEO is very disorganized and some team members feel that if he was more together, they would be more successful as a team and business.
  36. 36. Strategies for Handling Feedback
  37. 37. Handling Feedback • Moving against—“Fight” • Moving away—“Flight” • Moving toward—“Roll Over and Play Dead” • Moving with—“Collaborate to a Better Place”
  38. 38. Handling Feedback Moving against • The individual threatens those perceived as a threat to avoid getting hurt, or to spite opposition. • Aggression against opposition. Giver Receiver
  39. 39. Handling Feedback Moving away • The individual distances himself/herself from anyone perceived as a threat to avoid getting hurt. The argument is, "If I do not let anyone close to me, I won't get hurt.” Giver Receiver
  40. 40. Handling Feedback Moving toward • Individual moves towards those perceived as a threat to avoid retribution and getting hurt. The argument is, "If I give in, I won't get hurt.” Giver
  41. 41. Handling Feedback Moving with • Strategies in which psychologically healthy people develop relationships. • Involves compromise – Must involve communication, agreement, disagreement, compromise, and decisions. Giver Receiver
  42. 42. Tips for Receiving Feedback
  43. 43. How to Receive Feedback Mentality • Feedback is a gift. Be open to what you will hear. • Don’t take it personally. Don’t become defensive, make excuses or explain your behavior. • If it wasn’t important, you wouldn’t be getting feedback. • If you weren’t important, you wouldn’t be getting feedback. • Feedback—even negative feedback—is helpful to your growth. • You can choose your response (response-ability)
  44. 44. How to Receive Feedback Key Components • Make eye contact • Maintain an open posture • Take notes if possible and try to paraphrase what they’re saying • Let the person finish what he or she is saying. • Ask questions to understand the exact situation, behavior, and impact, as well as frequency and duration of issue • Ask the person to give you alternatives to your behavior. • Avoid immediate emotional responses • Ask for permission to reflect on feedback and respond within a short amount of time (2-3 days ideally) • Thank feedback giver for his/her willingness to give feedback
  45. 45. How to Receive Feedback Other Tips 1. Seek feedback on a regular basis, especially after you have identified development goals. Exchanging information and perceptions is a process, not a single event. 2. Teach yourself to recognize situations in which a certain behavior needs to be altered. Feedback can help you self-monitor your behavior. 3. Use feedback to clarify goals, track progress toward those goals, and to improve the effectiveness of your behaviors over a period of time. 4. Filter feedback because not everything that people say is accurate or worth incorporating into your life.
  46. 46. Different Kinds of Feedback
  47. 47. At School
  48. 48. Old School New School
  49. 49. Another example
  50. 50. When it comes to failure, Thomas Edison failed more than almost anyone. His failures in trying to make the first light bulb resulted in the dictaphone, mimeograph, stock ticker, storage battery, carbon transmitter and, FINALLY, his joint invention of the light bulb. In the end, his 10,000+ flops fade into insignificance alongside his 1093 patents.
  51. 51. Failure is simply the opportunity to begin again, this time more intelligently. Henry Ford Success consists of going from failure to failure without loss of enthusiasm. Winston Churchill Only those who dare to fail greatly can ever achieve greatly. Robert F. Kennedy If you are not prepared to be wrong, you will never come up with anything original. Ken Robinson
  52. 52. Failure as Feedback Learning from failure requires three things: • Putting yourself in situations where you can make interesting mistakes • Having the self-confidence to admit to them • Being courageous about making changes
  53. 53. Marshmallow Challenge
  54. 54. Handcuffs
  55. 55. Lilly Pads
  56. 56. Feedback=Failure The Failure Zone