I’m actively blogging since nearly 20 years. This blog is a reboot. I would like to deliver flashes of thought. Have fun.
“A complex system that works is invariably found to have evolved from a simple system that worked. A complex system designed from scratch never works and cannot be patched up to make it work. You have to start over with a working simple system.”
The article provides an overview of fundamental ideas for giving and receiving feedback in the form of a mind map. If you find yourself in a feedback situation, it helps to briefly visualize this overview. This increases the value of the feedback conversation and takes no time at all.
A gloomy November mood. The wind sweeps wet leaves through Hamburg’s streets, the cold creeps up my spine and before I can even take my coat off at the checkroom, I hear two voices from the conference room: “Have you heard about Jasper’s new idea?” “Oh that, it’s no good anyway.” “I don’t think it’ll ever work. Well, I’m not going along with it anyway.” Phew, I think, another gathering of self-confessed negaholics Where do some people get the unshakeable certainty that everything always goes wrong? Mustn’t that be terribly exhausting? Well, maybe not. After all, if nothing works anyway, there’s no need to make an effort. So perhaps a little bit of pessimism is quite practical at times.
What is remembered and “taken away” at the end of a workshop or seminar also depends on how the event is methodically concluded. Feedback formats are usually used, e.g. as a flashlight or evaluation sheet. This provides the seminar leader in particular with important information on how the form and content were received by the participants and what can be improved in the future. At the end of internal working sessions, the main aim is usually to record the results. Ideally, next steps, deadlines and responsible persons are defined in an action plan.
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