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Feedback in teams



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Feedback in teams

  1. 1. Feedback & Teams
  2. 2. 1. Why we are focusing on feedback and teams 2. What feedback is and what a team is 3. How we can improve communication and well-being by improving teams :) Today's focus
  3. 3. We had a great seminar about Stress Intelligence • What stress is & how to assess it • How to stay in the 'green' bubble • Creating 'safe' spaces at work • Connecting with others
  4. 4. This talk is about moving from learning to building
  5. 5. .. so why ? Building better teams and feedback could:
  6. 6. • Improve work continuously and help you learn from your team. • Support you to not to feel alone in a project or as a resource, improving collaboration. • Push goals together • Share work in other contexts than the project, improving learning. • Create a safe space for 'soft values' and emotions, helping greater well-being. • Empower each other through synergies.
  7. 7. Any other needs it could solve?
  9. 9. What is feedback?
  10. 10. Feedback is part of a bigger context: Communication.
  11. 11. Effective feedback requires trust built through a two-way, reciprocal communication.
  12. 12. The Johari Window: with feedback FEEDBACK EXPOSURE Arena
  13. 13. What is meant with feedback?
  14. 14. Group feedback
  15. 15. Individual feedback
  16. 16. NO! Feedback should help others excel!
  17. 17. Negative feedback is rarely effective When receiving purely 'negative' feedback the stress system activates
  18. 18. We all need to feel valued. Confirmation is a driving force ... encourage desired behavior ... support vulnerability
  19. 19. Regular & adjusted Kind & confirming Safe spaces Building effective feedback loops:
  20. 20. So - we need communication spaces or platforms enabling trust/communication, where communication can happen safely
  21. 21. It takes skill, So train often & be persistent!
  22. 22. About teams: culture
  23. 23. What is a team? "A team is a group of individuals working together to achieve a goal"
  24. 24. What do you need for a team to work well? Creating a CULTURE for your collaboration
  25. 25. #1 All are seen and heard #2 Open, considerate communication #3 Humour and playfulness #4 Inclusion: Sharing IS caring #5 Help out - focus on collaboration
  26. 26. About teams: group dynamics
  27. 27. Team stages *Tuckman's model
  28. 28. Forming: The cocktail stage
  29. 29. Storming: The conflicts stage
  30. 30. Norming: The established stage
  31. 31. Performing: The synergy stage
  32. 32. Cognitive bias also affects how we behave in groups
  33. 33. Confirmation bias Conformism Authority/Airtime bias Loss aversion 'Do anything'
  34. 34. The same communication is not equally effective People are individuals.
  35. 35. The same event = Two experiences
  36. 36. Team focused Goal focused Talk to think Convinced by facts Think to talk Convinced by emotions
  37. 37. How do YOU understand best? What motivates YOU most? How do YOU prefer to communicate?
  39. 39. Where do we start? • Communication happens between humans in a context • We are part of different groups within inUse ->'teams'
  40. 40. What types of teams do we have? = type of team => type of communication need! Project Client Discipline OffProject inUse One or more consultants in a team with the client. One or more project teams for the same client Similar disciplines eg AD or UX across several projects Non-project consultants for short or long periods Both local inUse office and the whole of inUse
  41. 41. Client Discipline Off project Local inUse inUse office inUse Leadership All of inUse Project Project Project
  42. 42. How do you create the communication SPACES to ensure structured feedback and communication happens?
  43. 43. The communication space must be uncomplicated, adjustable and regular
  44. 44. Types of structured communication 'spaces' Group Personal • Project Checkin/Checkout • Daily morning meetings • Sharing work-in-progress ('demos') • Client syncs • Retros + actions • Team reflection • Sharing projects • Socials (team - discipline) • Stop/start/continue • Feedback on work • Personal development • Mentor (project or personal) • Talks across projects
  45. 45. Examples of activities Project Client Discipline OffProject inUse Daily syncs > fix meetings after Show progress Retros Facilitation Daily/regular syncs "Lead" Projects board (Calendar, initiatives) Show progress Relevant retros Weeklies Weeklies (size) Weeklies Projects board (Calendar, initiatives) Show progress Daily standups Initiatives board Calendar "Lead" "Lead" "Lead" Bi-weekly standup Bi-weekly syncs Slack channels Slack channels Slack channels Slack channels Slack channels Facilitation Facilitation Facilitation Facilitation
  46. 46. Core activities to start with: Checkin/Checkout Daily syncs Small socials Transparent communication
  47. 47. Try it out, compare and evaluate after enough time
  48. 48. Time is an issue: Teams run over a certain TIME Some are short 4 week projects Some are medium 4 month projects Some are long 4 year projects.
  49. 49. For a short period of time: not too much! Client teams • Daily morning meetings (standups) • Slack channel • Team facilitator (availability, location) Project team • Weekly or bi weekly (size) project syncs Client team
  50. 50. Longer period of time: Measure change! • Daily/very regular morning meetings (standups) • Weekly or bi weekly (size) demos • Weekly or bi weekly retros (mini) • Project 'mentor' (availability?) • Team facilitator (availability, location) • Training?
  51. 51. What teams are you in? What are the communication spaces you have in your teams? Could they be improved?
  52. 52. Write down the first thing you can start doing in your team from now on, eg: Checkin/Checkout Daily syncs Small socials Transparent communication ... 5 mins
  53. 53. Thanks!

Editor's Notes

  • By TELLING your team members about what is hidden to them about yourself, you expand the Johari window
    By ASKING questions others find out areas that are blind to yourself
  • There are roughly two types of feedback: positive & negative - both can be more or less constructive:

    Positive feedback: - not only 'That's great!', but elaborate & listen

    Negative feedback or bad results :
    "What can we learn? Or Where did it go wrong?" NOT Who's fault is it ?

    There are typically two types of social contexts in which we provide feedback :
  • It's public! Create a safe place, where everyone has a chance to say how things are for them, giving feedback to each other:
    Focus on mostly positive things, certainly don't give negative, personal feedback as it can be very sensitive in front of peers.
  • Structure your feedback and be objective, mix the sweet with the sour.
    Take it when it is fresh, not 3 months later
    Listen & look for understanding.

  • When people hear the word 'Feedback' there is often a negative connotation associated with it.
  • When people hear the word 'Feedback' there is often a negative connotation associated with it.
  • Sympathetic nervous system : fight of flight
    Parasympathetic: calming, safety
  • The need to be confirmed in our goodness and value to the company (or others) is a deep driving force. If we don't get that confirmation and receive negative feedback, we will not take in the feedback and will seek out other people who will give us the confirmation.

    The nurture effect!
    Space for vulnerability: Brené brown
  • .. which can include clients and stakeholders for long-term projects
  • What are the Prerequisities for great team collaboration?
  • One very famous team theory that is very useful to understand the stages a team moves through
    Is the Tuckman Model,
    This is based on countless interviews with teams & was done in 1965 by Bruce Tuckman
    It was modified further by Susan Wheelan in the early 90s, this is the version we used mostly in ustwo
  • A short stage, where the main focus is to understand what we are going to do and what our role in it is.

    If not managed the period will contain
  • The stage where the differences between team members show up, and conflicts often emerge. Conflict is necessary to establish trust and a climate in which members feel free to disagree with each other.
    The team moves forward by communication and working through the conflicts
  • An efficient stage where the norms are agreed on and the team knows/respects each others competences

    A certain amount of trust, and many teams don't move beyond this.
  • The stage where the team not only work efficiently together, but moves from REACTIVE to PROACTIVE
    Building on each others' strengths + supporting when the shit hits the fan
  • Team dynamics are - dynamic, a work in progress, not all teams will move beyond the storming or the forming.

    By conscious facilitation the team can develop and move forward
  • Confirm your beliefs
    Conform to a group thinking 'what everyone else says is the truth' Survival
    Authority/airtime: listening more to the one that has authority/speaks up
    Eg changing decisions/work already done/going against the direction
    Do anything, even something not thought-through
  • Finally we have the element of behaviours - how people behave and interact with each other based on personal differences

  • What is important is -
    to acknowledge all people have different preferences,
    and how we work together supports/facilitates the core behaviours,
    That there are options to do the same things in different ways, because most people feel best by communicating in their way
  • Typical communication differences - inspired by DISC

  • Ask yourself, when working in your teams
    how do YOU prefer to work and communicate
  • What to consider to start a team initiative
  • ×