Managing Team Discussions: Appreciative Inquiry and Giving Feedback
Every idea has faults. In the best-case scenario, being aware of this fact can motivate the team to strive for perfection. Appreciative inquiry is a method that emphasizes strengths and positive attributes over weaknesses. Focusing too much on the flaws of an idea stifles the open and positive approach that is vital for good working culture.
Instead of prematurely abandoning an idea, appreciative inquiry helps to recognize that an idea is not yet fully developed and to continue exploring it and helping them figure out what to do differently.
People need feedback to help ideas grow. It should be neutral in delivery yet powerful to encourage change. Here are some ideas to give constructive and positive feedback.
- Check your intention. Feedback should aim to improve the idea and not threaten the person.
- Be clear on the message and keep it short.
- Choose your timing. If the team is in the middle of a crisis or in heightened emotion, it might not be a good time.
- Gather supporting data. Feedback is meaningless unless it is grounded in practicality and context; provide examples and situations from real life to back up your feedback.
- Be aware of your words. What you say is as important as how you say it. Make sure there is no accusatory tone in your voice.
People react differently to your feedback, and their personalities are often revealed in how they receive it. Usually, they fall into one of four categories.
I firmly believed that the vast majority of people come to work with the intention of doing a good job and producing good output. Awareness of these categories will help you facilitate a productive discussion with your team; you know when to hold and advance your feedback, and you know when to position yourself in a strategic discussion.
