How to Make a Sandwich Dan North @tastapod Part 1: What is - - PowerPoint PPT Presentation

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How to Make a Sandwich Dan North @tastapod Part 1: What is - - PowerPoint PPT Presentation

May 03, 2023 162 likes •980 views

How to Make a Sandwich Dan North @tastapod Part 1: What is feedback? Originates in Systems Theory input output Simple system Originates in Systems Theory feedback input output Dynamic system Originates in Systems Theory feedback y a

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How to Make a Sandwich

Dan North @tastapod

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Part 1: What is feedback?

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Originates in Systems Theory

input

  • utput

Simple system

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Originates in Systems Theory

input

  • utput

Dynamic system feedback

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Originates in Systems Theory

input

  • utput

Dynamic system D e l a y feedback

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Originates in Systems Theory

input

  • utput

Dynamic system D e l a y feedback

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Adaptive systems rely on feedback

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Reinforcing feedback

Accelerating loop

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Reinforcing feedback

Accelerating loop

  • feedback amplifies behaviour
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Reinforcing feedback

Accelerating loop

  • feedback amplifies behaviour
  • e.g. financial aid, addiction

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Reinforcing feedback

Accelerating loop

  • feedback amplifies behaviour
  • e.g. financial aid, addiction

  • “Shifting the Burden”
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Reinforcing feedback

Diminishing loop

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Reinforcing feedback

Diminishing loop

  • feedback suppresses behaviour
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Reinforcing feedback

Diminishing loop

  • feedback suppresses behaviour
  • e.g. deterrent, resource starvation

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Reinforcing feedback

Diminishing loop

  • feedback suppresses behaviour
  • e.g. deterrent, resource starvation

  • “Tragedy of the Commons”
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Stabilising feedback

Balancing loop

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Stabilising feedback

Balancing loop

  • feedback tends towards stable goal
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Stabilising feedback

Balancing loop

  • feedback tends towards stable goal
  • e.g. cooperation, upstream inlet

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Stabilising feedback

Balancing loop

  • feedback tends towards stable goal
  • e.g. cooperation, upstream inlet

  • “Limits to Growth”
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Oscillating feedback

Thrashing “loop”

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Oscillating feedback

Thrashing “loop”

  • feedback flips between states
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Oscillating feedback

Thrashing “loop”

  • feedback flips between states
  • e.g. shower control, The Beer Game*


* wikipedia.org/wiki/Beer_distribution_game

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Oscillating feedback

Thrashing “loop”

  • feedback flips between states
  • e.g. shower control, The Beer Game*

  • “Boom and Bust”

* wikipedia.org/wiki/Beer_distribution_game

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Timing is everything

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Timing is everything

Small and frequent is better than large and infrequent

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Timing is everything

Small and frequent is better than large and infrequent Delay in feedback increases “drift”

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Timing is everything

Small and frequent is better than large and infrequent Delay in feedback increases “drift”

  • reduces system’s responsiveness
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Timing is everything

Small and frequent is better than large and infrequent Delay in feedback increases “drift”

  • reduces system’s responsiveness
  • limits options
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Timing is everything

Small and frequent is better than large and infrequent Delay in feedback increases “drift”

  • reduces system’s responsiveness
  • limits options
  • increases processing effort





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Timing is everything

Small and frequent is better than large and infrequent Delay in feedback increases “drift”

  • reduces system’s responsiveness
  • limits options
  • increases processing effort



 This is why Lean Operations prefers small batch size

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Why do we ask for feedback?

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Why do we ask for feedback?

  • to improve or modify our behaviour

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Why do we ask for feedback?

  • to improve or modify our behaviour

  • for help when we are stuck

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Why do we ask for feedback?

  • to improve or modify our behaviour

  • for help when we are stuck

  • for recognition when we think we are doing well
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Why do we offer feedback?

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Why do we offer feedback?

  • to improve the system of work

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Why do we offer feedback?

  • to improve the system of work

  • to model a culture of encouraging feedback

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Why do we offer feedback?

  • to improve the system of work

  • to model a culture of encouraging feedback

  • to control others

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Why do we offer feedback?

  • to improve the system of work

  • to model a culture of encouraging feedback

  • to control others

  • to demonstrate our superior knowledge
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Feedback is a System

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Feedback is a System

Offered or Sought

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Feedback is a System

Offered or Sought Heard

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Feedback is a System

Offered or Sought Heard Actioned

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Part 2: Delivering feedback

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Feedback should be about behaviour

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Feedback should be about behaviour

Feedback is usually heard at a personal level

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Feedback should be about behaviour

Feedback is usually heard at a personal level

  • “Your work is sloppy” heard as


“You are a sloppy worker”

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Feedback should be about behaviour

Feedback is usually heard at a personal level

  • “Your work is sloppy” heard as


“You are a sloppy worker” How about:

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Feedback should be about behaviour

Feedback is usually heard at a personal level

  • “Your work is sloppy” heard as


“You are a sloppy worker” How about:

  • Your work has been sloppy recently
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Feedback should be about behaviour

Feedback is usually heard at a personal level

  • “Your work is sloppy” heard as


“You are a sloppy worker” How about:

  • Your work has been sloppy recently
  • On this specific occasion your work was substandard
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Feedback should be about behaviour

Feedback is usually heard at a personal level

  • “Your work is sloppy” heard as


“You are a sloppy worker” How about:

  • Your work has been sloppy recently
  • On this specific occasion your work was substandard
  • If you did these things your work quality would improve
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Feedback should be about behaviour

Feedback is usually heard at a personal level

  • “Your work is sloppy” heard as


“You are a sloppy worker” How about:

  • Your work has been sloppy recently
  • On this specific occasion your work was substandard
  • If you did these things your work quality would improve
  • If you did these things it would make me happier
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SBI: a model

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SBI: a model Situation

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SBI: a model Situation Behaviour

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SBI: a model Situation Behaviour Impact

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In the team meeting on Friday SBI: a model Behaviour Impact

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you spoke across me several times In the team meeting on Friday SBI: a model Impact

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so I felt like I wasn’t being allowed to share my opinion with the team you spoke across me several times In the team meeting on Friday SBI: a model

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Sidebar: the Ladder of Inference

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Part 3: Structuring feedback

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Porpoise feedback

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Porpoise feedback

Offer specific positive regard

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Porpoise feedback

Offer specific positive regard Assume everything else will self- correct

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Porpoise feedback

Offer specific positive regard Assume everything else will self- correct Everything else will self-correct

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Sandwich feedback

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Sandwich feedback

Offer specific positive regard

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Sandwich feedback

Offer specific positive regard Offer a growing edge

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Sandwich feedback

Offer specific positive regard Offer a growing edge End with general positive regard

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“ Atkins” feedback

Offer specific positive regard End with general positive regard Offer a growing edge

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“ Atkins” feedback

Offer a growing edge

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Part 5: Receiving feedback

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Say “Thank you”

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There is no step 2

Say “Thank you”

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Concluding thoughts

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Feedback affects the system


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Feedback affects the system
 
 Be honest about your own motives


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Feedback affects the system
 
 Be honest about your own motives
 
 Practise giving and receiving feedback


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Feedback affects the system
 
 Be honest about your own motives
 
 Practise giving and receiving feedback
 
 Always say “Thank you”

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Thank you