Feedback in Change

Feedback in Change

10 Lessons Learned from Crowdsourcing

Sometimes the requests from Linkedin change practitioners trigger an instant reaction with me. The question about “The greatest barrier to successful change is the pace and accuracy of feedback“ did so because my main focus has been on facilitating this feedback loop on a massive and authentic scale within organisations using crowdsourcing. Hence it motivated me to sum up my ten top lessons learned.

From experience my lessons learned to have a good feedback loops are:

1. Create a safe environment:

Organise your feedback in such a way that people can speak up “safely”, and share their problems, issues and emotions without fear so that you really know what matters. Anonymity is a great enabler here.

2. Reach out:

Involve more than the happy few closely involved in the change project and reach out to those affected by the change. However be careful not to mix people with very different levels of change impact, you gain by splitting people into groups for whom the change-experience will be similar.

3. Get feedback in a social way:

People appreciate hearing the ideas of others, to feel they are not alone, to get tips and insights, and above all to learn and allow their own ideas to be expressed in a conversation.

4. Look for feedforward:

Go beyond feedback on how things are going and ask the people also to give you their insights and wisdom to find solutions and improvements. From our experience there is great wisdom to be gained whenever you create the space for it in your conversations. It is a misconception that people are against change; they are against “bad change”. From our research of thousands of interventions we clearly demonstrate that people mainly think in enabling terms when asked to share feedback during change, i.e. what can be done better (*).

5. Ask the right, meaningful, open questions:

Listen to people in an open way (acknowledging that they are the subjects having to make the change happen). Do not measure people by asking them to respond to a set of closed questions or polls (as if they are objects of the change).

6. Balance attention of Heart, Head and Hands:

Engage your people to share their feedback on the rationale for change (Head) but also on the way they feel the change via behaviour, values, and emotions (Heart). Lastly ask them to share their more practical feedback about aspects of the change (Hands), and they will tell you what changes ito tools, budgets, competences, processes or resources will help the change to progress

7. Calibrate your feedback:

Ensure that a small number of vocal people do not get all the attention, rather find out what most find relevant, including feedback which is not commonly recognised. That way you avoid jumping to invalid conclusions (the crowdsource software can do this for you).

8. Seek feedback regularly:

Feedback “changes” during the change period. At the start, you’ll probably focus on alignment, trying to find how to overcome resistance to change. In later phases the focus is more about improving engagement, enabling you to fine tune the change by improving processes, tools or management, to accelerate your roll out in a robust way. Adapt the pace of your feedback loop to the roll out of your change phases and to your capacity to follow up (and expect results from corrective measures).

9. Understand the meaning of the feedback:

Ask yourself what the feedback means for the change project. Don’t jump to conclusions, but get the bigger picture about what are the most important issues, root causes and potential solutions at different managerial levels. Translate it into managerial implications for the change process – a “so what” analysis.

Here you can go much further than merely listening to the content of what people say. You can identify the various change forces (Head, Heart and Hands), discover effective buzz words, and perform a mindset analysis, so you know what type of communication is most likely to be effective. Some of these steps require specific competences.

10. Follow up:

Asking for feedback is an intervention: you have engaged the people to share their best ideas and opinions, so they are more involved. Recognise and thank them for their valuable feedback, then decide what you are going to do with it and act in a noticeable way. Otherwise next time you risk no longer getting their best opinions and ideas… and all the engagement you created will evaporate
If done right feedback is a positive intervention- we see change readiness increase significantly in moments of feedback (measured both in mindset analysis indicators and by just poll people’s self-assessment on the change curve at the beginning and end of a feedback session). So independent from the insights one can obtain, the process of feedback itself is a potential big change enhancer.

(*)“What Managers, Executives and Staff Tell us that Really Matters”, in Review of Business and Economics, 2011 (2), by Paul Verdin, Eric Cabocel, Joanne Celens & François Faelli.

By Joanne Celens

 

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