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Giving & Receiving Useful Feedback (ATBru 2016)
The document discusses effective giving and receiving of feedback within agile teams, highlighting key components such as observation, feelings, needs, and dialogue. It emphasizes the importance of constructive feedback for personal and team growth while outlining practical exercises and communication strategies. Key distinctions between facts, evaluations, feelings, motivations, and requests are also presented to foster cooperation and understanding.
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Giving & Receiving Useful Feedback (ATBru 2016)
- 1. Giving & ReceivingFeedbacks Paul-Georges Crismer ATBru-2016 © Paul-G. Crismer – licensed under a Creative Commons 4.0 CC-BY-NC-SA licence Useful
- 2. Paul-Georges Crismer @PGCrismer paul@conforit.be http://www.conforit.be Efficiencythrough Attitude Individuals, Relationships, Cooperation
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- 6. Embedded in AgileDNA • Pair programming • Unit Testing • Continuous integration • Daily Scrum • Sprints
- 7. Opportunities Actors Team Scrum Master Product Owner Users Stakeholders … Events DailyScrum Sprint Planning session Backlog grooming Pair Programming Sprint Review Sprint Retrospective …
- 8. Feedback ? Information • abouta past behaviour • expressed here and now (present time) • that may influence future behaviour Behaviour NOW
- 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. What’s the point? … with feedback …
- 11. What’s the point? •Learn • Grow • Mutual recognition – Limits – Drivers • Support • Trust
- 12. Modes Appreciation • Strengthen • Repeat Dissatisfaction •Improve • Change
- 13. Modes Appreciation • Strengthen • Repeat •Praise • GOOD Dissatisfaction • Improve • Change • Blame • BAD
- 14. When ? • ASAP •At a suitable moment for each party • Ask before giving
- 15. What is difficultfor you? • GIVING Feedback …. • RECEIVING Feedback…
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- 29. Working example “Your updatesin the daily standup are not very useful”
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- 31. 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
- 32. Let’s go !4 steps.
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- 34. Working example “Your updatesin the daily standup are not very useful” Observation) The two last standups you said « everything is ok », then you spoke about specific code problems.
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- 36. Working example “Your updatesin 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
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- 38. Working example Your updatesin 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.
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- 40. Working example Your updatesin 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 ?
- 41. Key distinctions • FACTS(Observation) – Evaluation • EFFECTS (feelings) – Thought, involving somebody else • MOTIVATIONS (Needs) – Specific strategies • DIALOGUE (Request) – Demand
- 42. 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
- 43. To sum itup Thougths, moralistic judgements FACTS/Observation EFFECTS/Feelings MOTIVATION/Needs DIALOGUE/Request
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- 45. Reminder The one whogives a feedback … actually speaks of himself Judgement (and critiques) are tragic expression of unmet needs. (Marshall B. Rosenberg)
- 46. Reminder … and doesits best to ask you something,… contributing to her own well- being Judgement (and critiques) are tragic expression of unmet needs. (Marshall B. Rosenberg)
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- 48. Working example Observation) Whenyou 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 ?
- 49. Conclusion • Useful – Basedon facts, Responsible (needs) – Cooperation – Take ownership • Balance – Appreciation : 3 – Dissatisfaction : 1
- 50. I need feedback Post-it: FIRSTNAME, LASTNAME, email, One thing you learned paul@conforit.be http://www.conforit.be
- 51. Thank you! Any question? Coaching Consulting Training Efficiency through Attitude Individuals, Interactions, Cooperation paul@conforit.be 0497/92.32.77 http://www.conforit.be
- 52. 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/
- 53. Webliography NonViolent Communication • Givingworkplace feedback and Evaluation • Center for NonViolent Communication Other • The Art And Science Of Giving And Receiving Criticism At Work
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