At 04:27 PM 10/21/98 +0100, you wrote:
>>You are on target. learning requires good feed back. That is a core reason
>>Deming's followers did and do so well. ... Feedback is key to the PDCA
>>cycle.
>
>Yes (also to the subject line)! But feedback is only valuable, if there
>are people who are eager to read the feedback and to think about improving
>actions. Not "must" but "want". And for me, the crucial point is not to
>get the feedback, but the "want" of the teams. (Not of the sort of "you
>better give me your wanting, otherwise...") A wanting team will get the
>required feedback quite easily as soon as they start to work on the
>question "What do we need to know?"
>
>Liebe Gruesse
You are right a team that wants feedback is a better situation. During the
journey to that ideal giving feedback that is non accusatory works better.
Using facts and non blaming methods helps the teams develop and want
feedback. But the simple fact is no body likes bad news so delivering it
with facts and with out blame improves the chances.
A must do for management is developing the systems than give feedback of
the right information and the attitudes where feed back is received. This
is a choice management makes sometimes they are not even aware of it but t
the do decide it nevertheless.
It helps if teams learn to give feed back also an unpleasant chore made
easier with facts, data and a non accusatory approach. Teams are often
required to develop and provide feed back to other teams. There is often
more resistance to this than to receiving feedback because f the history
of blame in organizations. Gene
Eugene Taurman
interLinx ilx@execpc.com http://www.execpc.com/~ilx
What you are is determined by the thoughts that dominate your mind.
Paraphrase of Proverbs Ch 23 vs 7 KJV
--Eugene Taurman <ilx@execpc.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>