Feedback is nonsense (HBR, 5/2019). Feedback is Problem Talk and it creates problems. Why creating problems when there is Solutions Talk that creates solutions (Steve de Shazer).
Therefore, there are no better or worse feedback rules. How could we avoid an “unconsciously acting ego” where we ourselves determine what we mean by ego. In essence, the feedback giver leaves eye level, which triggers stressful emotions – usually for everyone.
As entrepreneurs, we dispense with feedback altogether and work very successfully with the resource process in our transformation projects. This requires Leadership by Decision-Making Management (DMM), so that first there is a joint open view of all, anonymously, without anchor effects.
Only then is it worthwhile to use everyone’s resources to find what it would take to make it good. For one-on-one conversations as well as for teams of any size.
Developing feedback givers is senseless, even if many management theories and consultants try to do so. As long as feedback nonsense is celebrated, it is better to empower feedback takers.
We recommend that the feedback taker use the resource process constructively at eye level to guide the feedback giver.
Problem Talk can be amplified by thought cycles and turn into the plague of phantasies. Then feedback was a disaster.
January 2022, Richard Graf & Elsa Graf
“Feedback is nonsense, use the Resource Process.” Richard Graf.