I dont think the solution to not knowing people in your company is to create bureaucracy. Ie - only hanging with 10 executives and a focus group. Get out there and talk to people for a few minutes - at the office or wherever.
> Without an existing relationship, it feels like an attack, and your natural human response is to dismiss or deflect the attack. Or worse, to get defensive. Attacks trigger our most primal instincts: fight or flight.
It is really important to recognize that it is the perception of an attack that triggers certain responses. For a counter example,
watch how puppies play. It can very rough at some level but at another the intent is clearly benign.
There are ways to shape and modify perceptions! Culture. Norms. Timing. Technology. Inclusion and exclusion criteria. Information architecture.
Never assume that the technology or protocols you use have been designed for your core values. Often you have to redesign it for your purposes. Please do.
Feedback *can* scale if one carefully defines protocols to suit particular goals. We are not helpless even if it seems we are hapless. Leaders and designers (often social scientists) must step up and show better ways.
Computer scientists and software engineers must show curiosity and intellectual humility here. Better to draw broadly from other fields: social work, negotiation, psychology, anthropology, public policy, and more.
I dont think the solution to not knowing people in your company is to create bureaucracy. Ie - only hanging with 10 executives and a focus group. Get out there and talk to people for a few minutes - at the office or wherever.
There's a lot of research on this, particularly from Robin Dunbar, who gave us "Dunbar's Number" https://en.wikipedia.org/wiki/Dunbar%27s_number
This approach can't inform you that someone in the feedback chain is causing a problem.
just sent you a note Carter . . . this is something close to my heart :-)
> Without an existing relationship, it feels like an attack, and your natural human response is to dismiss or deflect the attack. Or worse, to get defensive. Attacks trigger our most primal instincts: fight or flight.
It is really important to recognize that it is the perception of an attack that triggers certain responses. For a counter example, watch how puppies play. It can very rough at some level but at another the intent is clearly benign.
There are ways to shape and modify perceptions! Culture. Norms. Timing. Technology. Inclusion and exclusion criteria. Information architecture.
Never assume that the technology or protocols you use have been designed for your core values. Often you have to redesign it for your purposes. Please do.
Feedback *can* scale if one carefully defines protocols to suit particular goals. We are not helpless even if it seems we are hapless. Leaders and designers (often social scientists) must step up and show better ways.
Computer scientists and software engineers must show curiosity and intellectual humility here. Better to draw broadly from other fields: social work, negotiation, psychology, anthropology, public policy, and more.