Constructive Feedback Round

Pre-round: Positive communication (a) - 5 min

  1. Everyone opens the card (1) and take turns to read it loud.
  2. This card is your top quality selected based on the ranking from both you and your team.
  3. How do you feel? Receiving compliment is pleasant, even though it’s given by a machine (Research by Prof BJ Fogg, 1997, Stanford Uni. Human likes flattering by computer)
  4. Compliment & positive emotion is important to “open” you and "protect" you (positive psychology)
  5. Why don’t you give a personal compliment to your colleague?  

Pre-round: Positive communication (b) - 5 min

  1. Designate one participant who takes the first turn.
  2. Now open the card below the middle one (2). Read two statements from Card (1) and (2) and choose the card you would like to give to your colleague on your right as a compliment.
  3. Read the chosen card out loud.
  4. Make sure two players have an eye contact when reading their compliments.
  5. They can add one statement (But don’t ask them to spend time explaining a lengthy reason)
  6. When a player receives the card, remind them to say “Thank you”. Sometimes receiving a compliment is difficult.
  7. Place the card received in under the card (1).

Constructive feedback (a) - 5 mins

If giving and getting criticism becomes so easy, who would you prefer to get it from? (Quiz 1)
  1. People want the constructive feedback (criticism) but they hate to give to other people.
  2. Steer discussion about the 'value' of constructive feedback. As we can 'remove' the negative experience involved in feedback through playing WeQ, can you purely appreciate the value of feedback?
  3. Related HBR article: https://hbr.org/2014/01/your-employees-want-the-negative-feedback-you-hate-to-give

Constructive feedback (b) - 60 mins

  • Strong positivity in the team has been created in previous rounds. Teams the have structured safe space for connecting on an interpersonal level to practice exchanging guidance are far more receptive to giving and getting criticisms, and better able to act on that data.
  • Go to the ‘Play cards’ tab. Press the ‘START’ button.
Game activity
  1. Everyone opens three cards (3, 4 & 5).
  2. Use the app to choose the card which they could improve the most.
  3. When self-voting is completed, players will take turns to vote for other people.

How to guide the conversation...

  • To feedback giver: Can you give a concrete example when Player A did not do their "Chosen card"?
  • To feedback giver: When Player A not doing their “Chosen card” how did it affect you?
  • What benefits do you see if Player A starts improving their ”chosen card”? Benefits for the team, for you, for Player A?
  • When you decide pick a person to hear a criticism, what was your reason? Was it more about who you like? Who is honest? Who is least likely to be mean or cause you discomfort?
  • Lower the burden of giving ‘perfect criticism’. We do not aim to define an outcome which someone should improve or change specific behavior out of this round.

Bonus: How to give better feedback

  • Express how "I" see things instead of how "You" are like.
  • Start your sentence with I.
  • Illustrate fact and behaviors to establish a common ground.

The mindset of feedback recipient

  • Getting criticism is unpleasant. Yet, don’t lose your temper.  Work hard to keep your PfC active.
  • You want to find the truth instead of defending the idea that you're right.
  • Substance matters more than the style of feedback.
  • If the style of communication is an issue, box it separately and address it later.
  • You don't have to agree with the feedback.
  • Try to repeat what you heard so that both parties are in sync.
  • Ask questions to understand.
  • Pain x reflection = Growth!

good and bad examples of giving constructive criticism

Constructive feedback (c) - 10 mins

When receiving criticism during the session… (Quiz 2)
  1. Reflect on the feedback experience
  2. Our goal is to 'de-couple' the pain (getting punished) and learning (gaining new info & insights)

Criticism & Brain

  1. When you “perceive" a threat, brain’s Threat Circuit is engaged
  2. Amygdala conducts a snap judgement whether a stimuli is a threat or not
  3. If it’s perceived as threat, Amygdala releases Cortisol (stress hormone)  
  4. Brain enters “fight or flight mode”, blood pressure goes up, narrowed focus, PFC (prefrontal cortex) shuts off, not able to listen and reflect anymore.
  5. Characteristics of the Threat Status:
  6. It’s contagious. Easily spread and copied by others
  7. It last longer and remembered (Trauma) than Reward state
  8. If cortisol is overdosed, it leads to burn out
  9. Negativity bias:  humans give more psychological weight to bad experiences than a good ones (Average: 9 to 1)
  10. Individuals have a different sensitivity level toward threat (depression, anxiety disorder, enlarged amygdala)
Why it matters to feedback & high performing team?
  1. Most of stimulus are ambiguous. You can train how you want to handle negative stimuli.  
  2. Your brain is under a constant fight between PFC and Amygdala: PFC wants criticism, to analysis and learn. But, PFC always gives in Amygdala
  3. High performing teams maintain Reward State & higher capability to handle criticism

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