Excerpts

In the Communications Modules of the PRIDE ™ Program, one of the topics covered is Mastering the Art of Giving, Soliciting and Receiving Feedback.  In one of the exercises, the Facilitator shows a video of a vignette in which a person named Susan clearly and articulately requests feedback, but then proceeds to make some very defensive comments as her co-worker, Tom, gives her some observations about her behavior.  The Facilitator coordinates a "retake" of this vignette, selecting a participant to play the role of Tom and another to play the role of Susan, and changing names if appropriate.  The Facilitator gives each participant a copy of the following script to get the role-play started.

Information and Script for Tom:  (Handout 2.5)

After Susan, your co-worker, solicits your feedback, you should respond with the following three points:

“I’m glad you asked for my feedback, Susan.  You know that I respect your experience and I’m aware that you’ve been involved with other acquisitions.  You and I have been involved in many meetings and I’ve noted that you often dismiss others’ opinions.  For example, today during our weekly departmental meeting, the MIS group suggested that they form a sub-committee and they would meet twice a week.  You immediately dismissed the suggestion and said it wasn’t necessary.”

Give Susan a chance to respond.  The next feedback item to provide is:

“Also, I know your schedule is very full, but you’ve been 15 minutes late for the last three meetings we’ve had with our director." 

Give Susan a chance to respond.  The next feedback item to provide is:

“Susan, since this is an acquisition task force, our Public Relations department will need to be fully aware of the progress and decisions so that they can effectively manage their job.  Many times you have stated that you feel meetings with the “PR” department are a waste of time.”

Give Susan a chance to respond.

Continue the conversation.

Information and Script for Susan:  (Handout 2.6)

Tom, your co-worker, knows you well and you have a good relationship. You work for a company which is in the process of forming a cross-functional task force for an upcoming acquisition.  You have been advised that your candidacy to be a member was turned down.  The reason is that people see you as too domineering in meetings and not an effective team player.  You approach Tom and ask him for objective, unbiased feedback concerning your behavior in meetings.  You want to change your reputation.

Begin the conversation by outlining the situation and then say, "Tom, you know me really well and we have frequently worked together on task forces.  In your opinion, what have I done to give this impression?" 

Respond to each of Tom's suggestions as best you can, trying not to be defensive. 

The Facilitator then leads a discussion about how the participants illustrated feedback skills.