Give and ask for honest feedback as part of the work

Treat honest feedback, including upward feedback (feedback you give to someone above you in the hierarchy), as part of the job, and ask for it on purpose.

なぜ効果があるのか

The SSIR excerpt names, among the deep assumptions that run through all the DDOs it studied, ways of helping people get the most out of giving and receiving feedback and coaching. A secondary summary of the book reports that in these companies honest and open feedback is treated as a duty, including upward feedback to senior colleagues, and that critical feedback is seen as an opportunity to grow.

やり方

1. Ask one colleague this week for one specific piece of feedback on something you did.
2. Give one colleague one specific, honest observation about their work, and say what you saw.
3. If you report to someone, ask them what you could do differently in the next month.
4. Keep feedback about the work, not about the person, and listen to critical feedback without arguing with it in the moment.

エビデンス

The design assumption about feedback and coaching appears in the SSIR excerpt of the book. The duty to give honest feedback, including upward, and the framing of critical feedback as growth come from the Mind Tools summary, which is secondary. (anecdotal)

The sources describe feedback as part of a culture designed around it. They do not measure feedback quality or its effect on performance.

出典

• Kegan, R., & Lahey, L. L. (2016, April 6). An Everyone Culture: Becoming a Deliberately Developmental Organization [excerpt]. Stanford Social Innovation Review.
• Mind Tools. An Everyone Culture: Becoming a Deliberately Developmental Organization [secondary summary of the book].

よくある間違い

Giving feedback about the person rather than the work, or asking for feedback in a way that only invites reassurance.