This document discusses the importance of feedback within scrum teams, emphasizing its role in fostering intrinsic motivation rather than extrinsic rewards. It outlines guidelines for providing constructive feedback, including focusing on observations and ensuring the recipient's willingness to engage with the feedback. Ultimately, the aim is to cultivate a supportive environment that enhances team dynamics and promotes individual growth.

1. GIVING FEEDBACK & SCRUM
The purpose of feedback in a Scrum Team

2. Introduction – This presentation
• This presentation outlines my views on why and how you
should give feedback in a Scrum Team
• This is based on my experiences in my context, and may
or may not be applicable to you

3. Scrum Framework [1]

4. Feedback & Scrum
• Feedback is a critical tool in growing the self-organizing
and genuine team
• Feedback can be given during the retrospectives, but also
continuously whenever it is valuable

5. Why Feedback?
• Why give feedback?
• The short answer: To intrinsically motivate the recipient
• The wrong answer: To express your displeasure/pleasure
with the recipient
• The wrong answer: As a way to establish hierarchies, and
as a way to evaluate people
• There are many wrong answers …

6. Motivation
• Two types of motivation
• Intrinsic motivation
• Extrinsic motivation
• Intrinsic motivation
• Intrinsic motivation refers to initiating an activity for its own sake
because it is interesting and satisfying in itself [2]
• Extrinsic motivation
• Extrinsic motivation refers to behavior that is driven by external
rewards such as money, fame, grades, and praise. [3]

7. My Definition of Feedback
“Communication with a willing recipient to nurture intrinsic
motivation”

8. We want Intrinsic Motivation
• Why do we want intrinsic instead of extrinsic motivation?
• "extrinsic motivation has some serious drawbacks: [4]
• 1. It’s not sustainable - As soon as you withdraw the punishment or
reward, the motivation disappears.
• 2. You get diminishing returns - If the punishment or rewards stay at
the same levels, motivation slowly drops off. To get the same
motivation next time requires a bigger reward.
• 3. It hurts intrinsic motivation - Punishing or rewarding people for
doing something removes their own innate desire to do it on their
own. From now on you must punish/reward every time to get them
to do it."

9. How to nurture Intrinsic Motivation?
• “Self-determination Theory is centered on the belief that
human nature shows persistent positive features, that it
repeatedly shows effort, agency and commitment in their
lives that the theory calls "inherent growth tendencies.””
[2]
• SDT identifies three innate needs that, if satisfied, allow
optimal function and growth [2]:
• Competence
• Relatedness
• Autonomy

10. Competence
“Seek to control the outcome and experience mastery” [2]
In Scrum this is tightly connected to the notion of cross
functional teams, and to continuously learn from each
other.

11. Relatedness
“Is the universal want to interact, be connected to, and
experience caring for others” [2]
In Scrum this is tightly connected to creating a genuine
team with a common goal, and a common ownership.

12. Autonomy
“Is the universal urge to be causal agents of one's own life
and act in harmony with one's integrated self; however,
note this does not mean to be independent of others” [2]
In Scrum this is tightly connected to the self-organizing
team with the ability to choose how to solve problems
themselves.

13. Reasons NOT to give feedback
• You should never give feedback when the purpose of the
feedback does not gain the recipient
• Yelling at someone because you are angry is not good feedback
• Pure appraisal is extrinsic motivation [4], and will not be
optimal in the long run
• Telling someone they are awesome might be nice, but will not be
beneficial in the long run, as it is extrinsic motivation
• Don’t give feedback just so that you can vent your
feelings or feel good about yourself for saying something
nice

14. Leave the Judgment to the Recipient
• When giving feedback, focus on observations, and let the
recipient judge those observations
• You personal feelings on a topic is seldom beneficial to
the recipient
• Unless it is your feelings that are the observation – my feelings are
hurt because of this action
• When you judge someone, you are not looking at them as
an equal – you think you have the right to judge them
because you are somehow in a position to do so

15. Introspection
• Ask yourself why you want to give feedback
• If the reason is any of the below, then don’t do it:
• You are angry or frustrated at someone
• You want to say something nice to someone
• You want to establish that you are the expert and something by
giving someone else pointers
• You want to establish power structures by either getting people to
fear you, or making them reliant on your praise
• You want to make sure they understand they did something wrong
• There is only one reason to give feedback:
• You want to nurture intrinsic motivation

16. How to give feedback
• This is a science in itself, and there are many ways to
give constructive feedback, but this is my way:
• Assure that the recipient is willing to receive feedback
• Focus on observations without being judgmental
• Describe the impact of those observations
• Confirm with the recipient that you are in agreement about the
observations and their impact
• Ask for the recipients thoughts and feelings about the observations
and their impact
• Help the recipient come to some conclusions on what to do with the
information contained in the observations and their impact
• Ask about if the recipient found the feedback valuable

17. How does this help intrinsic motivation?
• By giving feedback like this you allow the recipient to
contemplate on actions taken and their impact
• If the impact is positive they can contemplate on what
they did right, why they did it that way, and how they came
to that situation
• If the impact was negative they can decide how they want
to alter their behavior for the future, or what they need to
learn to do differently for a more positive outcome

18. Feedback & The Scrum Team
• Everyone in a Scrum Team should give feedback to each
other, regardless of roles
• This not only helps the team develop as an entity, but it
also spreads knowledge and makes makes the team
more cross functional

19. The Servant Leader
“…servant leadership instead emphasizes collaboration, trust, empathy,
and the ethical use of power. At heart, the individual is a servant first,
making the conscious decision to lead in order to better serve others,
not to increase their own power. The objective is to enhance the growth
of individuals in the organization and increase teamwork and personal
involvement.” [5]
• Scrum heavily emphasizes this type of leadership, and it
also goes hand in hand with giving the type of feedback
we have described here

20. Conclusion
• Feedback is a critical component in developing genuine
Scrum Teams
• Feedback is NOT about you, it is about the recipient
• The purpose of feedback is to allow the recipient to
nurture intrinsic motivation
• Don’t be judgmental in giving feedback
• Use whatever method you want to give feedback, but
keep these overall goals in mind

21. References
[1] The Scrum Guide
http://www.scrumguides.org/docs/scrumguide/v1/scrum-guide-us.pdf
[2] Self-determination Theory
https://en.wikipedia.org/wiki/Self-determination_theory
[3] Extrinsic Motivation
http://psychology.about.com/od/eindex/f/extrinsic-motivation.htm
[4] Studies Find Reward Often No Motivator
http://naggum.no/motivation.html
[5] Servant-leadership
https://en.wikipedia.org/wiki/Servant_leadership