CHAPTER SIX:

Feedback is often prompted by a problem.

Each of us only see part of the problem but each of us is part of the problem.

A systems view helps us understand what’ producing the frustration or difficulties or mistakes in the first place.

Take three steps back-

One step back: you & me intersections: what is the combination of you & me creating a problem and what is each of us contributing to that?

Sometimes differences can create downward spirals of action and reaction. Stress can increase this.

Two steps back: role clashes: roles are often a crucial but largely invisible reason we bump into each other.

Accidental adversaries are created by two things; role confusion and role clarity.

The key question- how are our roles contributing to how we see each other and the feedback we give each other?

Three steps back: the big picture- from the frame of reference we can view the entire landscape.

Consider: other players, physical environment, timing & decision making, policies and processes and coping strategies.

Not that any of this should become a fishing expedition but to overlook inputs and root causes because they are not proximate to the injury in time or place.

Blame absorbers- point the finger at yourself.

Blame shifters- chronically immune to acknowledging their role in problems.

LOOKING AT SYSTEMS:

Reduces judgment

Enhances accountability

Uncovers root causes