Team Practices Group/5-category framework for thinking about feedback
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The following is a framework for thinking about feedback, useful for formal retrospectives or otherwise. This version was developed by Nelli Noakes, a consultant with Community at Work (and a regular adviser, teacher, and mentor to coaches and leaders at the WMF). She recommends that her clients develop their own version of this that makes the most sense for them â it is descriptive rather than prescriptive. It is written from the perspective of the person receiving feedback.
Category 1[edit]
Feedback that I can act on independently and make immediate change[edit]
Example: if someone would like more fruit and less cookies at the afternoon break at a workshop, I can make that happen easily and donât need to involve anyone else in the decision.
Category 2[edit]
Feedback I can act on, but itâs too late to benefit the people in the room[edit]
Example: People didnât like the way a day started and theyâre not going to have another start of day 1 with me.
Category 3[edit]
Feedback that I need to work with others to make changes[edit]
Example: At the simple end, that could be a conversation with a building custodian to make changes to a physical space. More commonly, itâs something that a group of people themselves (perhaps at a workshop, offsite, etc) need to be involved in the solution. For instance, some people think the length of the day should be shorter or longer, and so I need to test that with the whole group. Or the feedback is about behaviors in the group, so I will facilitate them to find their own solutions.
Category 4[edit]
Feedback that is outside of the power of me or anyone else in the room to do anything about[edit]
Example: âI wish we had a different bossâ or âIâd like the weather to be better."
Category 5[edit]
Feedback with which I have a values clash[edit]
Example: âI donât think we should let women/people of color/immigrants speak on important issues.â