KB 16 People Development

KNOWLEDGE BEANS - 16 a huma n r e s ou r c e news l e t t e r

responsibility and accountability have no role to play unless authority is a part and parcel of the game. Intrapreneuring – A Change Agent The traditional management needs to switch from “Command and Control” to “Cultivate and Co-ordinate”. Guiding, Nurturing and Listening are the skills most needed to ensure that organizational change is accepted and implemented enthusiastically from top to bottom. The management or the leaders in an organization need to manage change, develop consensus and sustain commitment levels which will decide the success or failure of an organization.

AQUESTIONOF PERSPECTIVES space for everyone

Andreas Matzke

Andreas Matzke is a graduate in Business Administration and pursuing a Masters degree in Philosophy, Psychology and Cross-Cultural Business Communications in Germany. He is a scholarship holder of the Heinz Nixdorf Scholarship Programme assigned to promote the work experience of German high potentials in the Asia-Pacific region. At Atyaasaa, Andreas is the chief organizer of the upcoming conference on Organization Development.

- Avoid loaded terms that produce emotional reactions and raise defences - Illustrate the impact the behaviour had on you - Explain the consequences

Feedback connects us and our behaviour to the world around us. Feedback when perceived as “criticism,” seriously limits its meaning. Most of us bristle at the prospect of criticism, so it is important to assure others that you do not intend to hassle them, but are rather trying to help. Feedback is a good initial point to set an impulse for behavioural change for oneself and for others. While working together, conflicts are inevitable unless people start communicating their perceptions through feedback sessions. These feedback sessions can improve collaboration and team dynamics.

- Express the desired way of behaving - Build on the other person’s strengths - Invite the other person to respond

Your feedback can make a difference to people if you can avoid a defensive response.

If we state someone as being something, then we make an attribution, which mirrors our personal perception only, it does not express the reality. It is not our mission to tell others what they are, but to inform them about our perception i.e. instead of “You are....” use “I have observed, that you...” Continue with your reaction on the behaviour, i.e.“I feel...” Finish the feedback with your desire for future behaviour, i.e.“I would wish for...” Coaching is the Best Feedback Coaching is based on mutual respect, strict confidentiality and trust. A coach believes that people are able to change the way they operate and achieve more if they are given the opportunity. In order to encourage a two way feedback traffic (as leaders), listen actively to what your staff has to say even when your schedule is full or business conditions are frantic. Give feedback to encourage people to continue “putting – in” great effort, or to help them through setbacks. Respect people for the value of their time, their work and their commitment. Show your respect with words that make employees feel good.

Timely Feedback is Self Correcting: an Immediate Response – Not a Delayed Criticism

Tying a tie and putting on lipstick are both examples of tasks that clearly can be done best with a mirror rather than with someone else describing how to do it? A major component of a timely feedback is that the sources of feedback (e.g. mirror) never think about the feedback opportunity and strategically initiate or craft a message (accordingly) for the individual performer. The mirror never interprets, misunderstands, analyses, or speculates about behaviour, it simply reflects it.

The key is to discern useful feedback in our respective work environments.

The Art of Giving and Receiving Feedback - Describe the behaviour – State the facts as you see them - Relate to concrete situations, measurable actions and behaviours

PS: This article is a joint work of Andreas Matzke and Reema Malik

“ If anorganization is a livingorganism, its collectivemindneeds tobe systematically developed.”

bean statement

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