What if we change the feedback for the feedforward?

This week I would like to explore another common practice that the Human Resources departments have incorporated to the companies, and is the very well known process of “feedback”.

Feedback is the process whereby we respond, react or offer new information in return to an external stimulus. In companies is used as a way to take care possible deviations.

Meaning, from an input, usually the result of a performance evaluation, we offer the person a perspective to adjust or evaluate with the purpose of making corrections or modifications from whatever happened in the past.

Despite this practice is a common one in companies, not always takes us where we want to be. Many times after the process of feedback the results we are hoping for don’t come up.

Frequently people who receive feedback can feel hurt, judged or have a different perspective of what has happened. So the process can turn into a discussion or perceptions in relation to the story.

Even when we have a bunch of techniques to avoid that, like following a script (there are several models) and integrate positive aspects, we are still talking about what has already happened.

Actually, the word itself tells us that. The “back” part refers to the past.

Usefulness of feedback

Is it really useful? Only when both sides share the same perspective of what has happened and come to an agreement of the changes that are needed.

Is there a way to minimize the risks of the process and maximize the possibilities of succes?

From the social systems perspective in which human beings co-create social systems and help shape them, the focus would be on the future.

Not on what already happened, but on what I wish to happen.

I know maybe some of you are thinking is the same. I’ve heard many times this argument, and it seems to me is one of the myths we have in relation to our way of constructing our reality.

We believe that when we speak about what we dislike in the past it means the other one understands what to do different in the future, but is not necessarily the case.

Actually, the chances of that being right, are minimal, unless both parties build together the specific future they want.

On the other hand, stand out what I didn’t like or consider wasn’t useful previously, has no use because past can’t be changed.

Therefore the invitation is to move from feedback, to feedforward, and this means to feed the future we want to build.

How? Clearly identifying the differences we want to see, the differences we want to have and agreeing together what we need to make those things happen.

If you are interested to learn how to incorporate “feedforward” into your company join us in our RH2020 training we, Visión Sistémica in cooperation with Adecco, are offering.

More information in www.rh2020.com

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