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Feedback Wrap – Management 3.0

Feedback is always a difficult time within an organization, but essential for evolution and continuous improvement.

We decided to help one of our clients in the context of a consulting process to improve the performance evaluation system, to promote more efficient and constant feedbacks, since our client’s problem, like that of most companies, were the few moments give feedback.

We realized that implementing a more empathic and simple feedback system could work and decided to create a pilot group to be able to implement the feedback wrap, as taught in Management 3.0 (https://management30.com/). It would end up being this group that would later disclose the results, and how they felt during the process to the other colleagues, so that we could conclude if the implementation of this new feedback model was beneficial for the organization.

The evaluation system implemented was a 360º model, so the conditions for horizontal feedback were created.

The feedback wrap is part of an entire trust-only environment that is essential to the transparent future of work. The feedback wrap helps people focus on both personal improvement and systematic improvement.

This type of feedback consists of 5 steps: describe your context; list your emotions; list your observations; express your emotions; sort by value; and make suggestions at the end.

We started by teaching the participants that explaining their context and listing their emotions would be very beneficial in creating empathy, and for the other person to understand what he was thinking and feeling, thus increasing trust.

We also asked everyone to be specific, and if possible to detail, the details of the specific situation on which they were giving feedback so that the other could follow the reasoning behind the feedback, and could review all the facts that made up that moment, so that the feedback was concrete and precise, and not generic, which always leads to contestations and feelings of injustice.

Each participant in the experience also learned to express their feelings about these facts, and give it a value that could explain to the other how the situation at hand was relevant and meaningful.

In the end, each person should end up with practical, concrete, and constructive suggestions, it was not enough of a generic indication, they had to consider concrete help to help change the other.

We also encourage everyone to create a peaceful environment so that this type of feedback could be done in a friendly environment that takes into account the principles of psychological safety at work.
For this experiment we prepared a room where people could not be interrupted. We also asked everyone to sit face to face, maintain eye contact, and practice active listening, avoiding interrupting each other during their explanations.

Our experience with the pilot group was very beneficial and positive.
Participants felt that this type of feedback was more natural and spontaneous, and more true, translating into more palpable results when suggestions for improvement were made, with greater adherence by people to change.

This feedback model has been extended to the entire organization, not only for performance evaluation, but also for every day-to-day situation.

 

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