How to Make a Sandwich

How to Make a Sandwich

...Techniques for Effective Feedback

Feedback is one of the most important skills when collaborating with others. Giving and receiving feedback with honesty, integrity and empathy is hard. Doing so consistently takes practise and requires learning and practising feedback and listening techniques.

In this session, Dan discusses a number of feedback models and techniques and shows you where and how you can apply them. He explains the infamous and much-misunderstood “sandwich model” of feedback, how it works and why it usually doesn’t, and looks at some of the failure modes of feedback. Are you using feedback to help your colleagues and yourself to grow, or are you using it to coerce and control them? How do you know? And what does any of this have to do with Systems Theory?

After this session you will be better equipped to offer feedback, more resilient when receiving feedback, and maybe more aware of your own motivations for doing so.

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Daniel Terhorst-North

March 08, 2016
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Transcript

  1. 9.

    @tastapod Reinforcing feedback Accelerating loop - feedback amplifies behaviour -

    e.g. financial aid, addiction
 “Shifting the Burden”
  2. 11.

    @tastapod Reinforcing feedback Diminishing loop - feedback suppresses behaviour -

    e.g. deterrent, resource starvation
 “Tragedy of the Commons”
  3. 13.

    @tastapod Stabilising feedback Balancing loop - feedback tends towards stable

    goal - e.g. cooperation, upstream inlet
 “Limits to Growth”
  4. 14.

    @tastapod Oscillating feedback Thrashing “loop” - feedback flips between states

    - e.g. shower control, The Beer Game*
 * wikipedia.org/wiki/Beer_distribution_game
  5. 15.

    @tastapod Oscillating feedback Thrashing “loop” - feedback flips between states

    - e.g. shower control, The Beer Game*
 “Boom and Bust” * wikipedia.org/wiki/Beer_distribution_game
  6. 18.

    @tastapod Timing is everything Small and frequent is better than

    large and infrequent 
 Delay in feedback increases “drift”
  7. 19.

    @tastapod Timing is everything Small and frequent is better than

    large and infrequent 
 Delay in feedback increases “drift” - reduces system’s responsiveness
  8. 20.

    @tastapod Timing is everything Small and frequent is better than

    large and infrequent 
 Delay in feedback increases “drift” - reduces system’s responsiveness - limits options
  9. 21.

    @tastapod Timing is everything Small and frequent is better than

    large and infrequent 
 Delay in feedback increases “drift” - reduces system’s responsiveness - limits options - increases processing effort

  10. 22.

    @tastapod Timing is everything Small and frequent is better than

    large and infrequent 
 Delay in feedback increases “drift” - reduces system’s responsiveness - limits options - increases processing effort
 This is why Lean Operations prefers small batch size
  11. 25.

    @tastapod Why do we ask for feedback? - to improve

    or modify our behaviour
 - for help when we are stuck

  12. 26.

    @tastapod Why do we ask for feedback? - to improve

    or modify our behaviour
 - for help when we are stuck
 - for recognition when we think we are doing well
  13. 29.

    @tastapod Why do we offer feedback? - to improve the

    system of work - to model a culture of encouraging feedback
  14. 30.

    @tastapod Why do we offer feedback? - to improve the

    system of work - to model a culture of encouraging feedback - to control others
  15. 31.

    @tastapod Why do we offer feedback? - to improve the

    system of work - to model a culture of encouraging feedback - to control others - to demonstrate our superior knowledge
  16. 40.

    @tastapod Feedback should be about behaviour Feedback is usually heard

    at a personal level - “Your work is sloppy” heard as “You are a sloppy worker”
  17. 41.

    @tastapod Feedback should be about behaviour Feedback is usually heard

    at a personal level - “Your work is sloppy” heard as “You are a sloppy worker” 
 How about:
  18. 42.

    @tastapod Feedback should be about behaviour Feedback is usually heard

    at a personal level - “Your work is sloppy” heard as “You are a sloppy worker” 
 How about: - Your work has been sloppy recently
  19. 43.

    @tastapod Feedback should be about behaviour Feedback is usually heard

    at a personal level - “Your work is sloppy” heard as “You are a sloppy worker” 
 How about: - Your work has been sloppy recently - On this specific occasion your work was substandard
  20. 44.

    @tastapod Feedback should be about behaviour Feedback is usually heard

    at a personal level - “Your work is sloppy” heard as “You are a sloppy worker” 
 How about: - Your work has been sloppy recently - On this specific occasion your work was substandard - If you did these things your work quality would improve
  21. 45.

    @tastapod Feedback should be about behaviour Feedback is usually heard

    at a personal level - “Your work is sloppy” heard as “You are a sloppy worker” 
 How about: - Your work has been sloppy recently - On this specific occasion your work was substandard - If you did these things your work quality would improve - If you did these things it would make me happier
  22. 51.

    @tastapod you spoke across me several times In the team

    meeting on Friday SBI: a model Impact
  23. 52.

    @tastapod so I felt like I wasn’t being allowed to

    share my opinion with the team you spoke across me several times In the team meeting on Friday SBI: a model
  24. 58.

    @tastapod Porpoise feedback Offer specific positive regard Assume everything else

    will self- correct Everything else will self-correct
  25. 63.
  26. 71.

    @tastapod Feedback affects the system 
 Be honest about your

    own motives 
 Practise giving and receiving feedback
  27. 72.

    @tastapod Feedback affects the system 
 Be honest about your

    own motives 
 Practise giving and receiving feedback 
 Always say “Thank you”