Giving & Receiving Useful Feedback (ATBru 2016)

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Feedback has been a central practice in Agile methods. Unfortunately some feedbacks make people upset. Should I say what I think, or should I shut up to preserve collaboration? This talk gives you the necessary ingredients to express authentic and useful feedbacks (Based on Marshall Rosenberg's NonViolent Communication process).

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Giving & Receiving Useful Feedback (ATBru 2016)

  1. 1. Giving & Receiving Feedbacks Paul-Georges Crismer ATBru-2016 © Paul-G. Crismer – licensed under a Creative Commons 4.0 CC-BY-NC-SA licence Useful
  2. 2. Paul-Georges Crismer @PGCrismer paul@conforit.be http://www.conforit.be Efficiency through Attitude Individuals, Relationships, Cooperation
  3. 3. Let’s connect
  4. 4. Agile & Feedback Customer Collaboration
  5. 5. Feedback loop
  6. 6. Embedded in Agile DNA • Pair programming • Unit Testing • Continuous integration • Daily Scrum • Sprints
  7. 7. Opportunities Actors Team Scrum Master Product Owner Users Stakeholders … Events Daily Scrum Sprint Planning session Backlog grooming Pair Programming Sprint Review Sprint Retrospective …
  8. 8. Feedback ? Information • about a past behaviour • expressed here and now (present time) • that may influence future behaviour Behaviour NOW
  9. 9. 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
  10. 10. What’s the point ? … with feedback …
  11. 11. What’s the point? • Learn • Grow • Mutual recognition – Limits – Drivers • Support • Trust
  12. 12. Modes Appreciation • Strengthen • Repeat Dissatisfaction • Improve • Change
  13. 13. Modes Appreciation • Strengthen • Repeat • Praise • GOOD Dissatisfaction • Improve • Change • Blame • BAD
  14. 14. When ? • ASAP • At a suitable moment for each party • Ask before giving
  15. 15. What is difficult for you? • GIVING Feedback …. • RECEIVING Feedback…
  16. 16. Giving feedback
  17. 17. Communication
  18. 18. Dialogue breakers (brakes)
  19. 19. Judgement
  20. 20. Demands
  21. 21. Lack of responsibility
  22. 22. Prerequisite
  23. 23. Intention
  24. 24. Being right?
  25. 25. Cooperation ?
  26. 26. Choice
  27. 27. Working example “Your updates in the daily standup are not very useful”
  28. 28. Basic assumptions
  29. 29. 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
  30. 30. Let’s go ! 4 steps.
  31. 31. Facts
  32. 32. 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.
  33. 33. Effects (feelings)
  34. 34. 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
  35. 35. Motivation (Needs)
  36. 36. 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.
  37. 37. Dialogue (Request/Action)
  38. 38. 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 ?
  39. 39. Key distinctions • FACTS (Observation) – Evaluation • EFFECTS (feelings) – Thought, involving somebody else • MOTIVATIONS (Needs) – Specific strategies • DIALOGUE (Request) – Demand
  40. 40. 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
  41. 41. To sum it up Thougths, moralistic judgements FACTS/Observation EFFECTS/Feelings MOTIVATION/Needs DIALOGUE/Request
  42. 42. Receiving a feedback
  43. 43. Reminder The one who gives a feedback … actually speaks of himself Judgement (and critiques) are tragic expression of unmet needs. (Marshall B. Rosenberg)
  44. 44. 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)
  45. 45. Receive = Reformulate
  46. 46. 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 ?
  47. 47. Conclusion • Useful – Based on facts, Responsible (needs) – Cooperation – Take ownership • Balance – Appreciation : 3 – Dissatisfaction : 1
  48. 48. I need feedback Post-it : FIRSTNAME, LASTNAME, email, One thing you learned paul@conforit.be http://www.conforit.be
  49. 49. Thank you! Any question ? Coaching Consulting Training Efficiency through Attitude Individuals, Interactions, Cooperation paul@conforit.be 0497/92.32.77 http://www.conforit.be
  50. 50. 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/
  51. 51. Webliography NonViolent Communication • Giving workplace feedback and Evaluation • Center for NonViolent Communication Other • The Art And Science Of Giving And Receiving Criticism At Work
  52. 52. Books

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