The document provides information about an upcoming feedback session for a management team. The purpose is to get feedback tools that help create adaptive movement in agile environments and for team members to get to know each other better. The program includes exploring temperaments in agile landscapes using MBTI, learning three approaches to feedback, and integrating learnings around what participants will stop, continue and start doing regarding feedback. Participants are encouraged to engage in experimentation and try different feedback approaches.

1. 1
Information kit regarding feedback session
… Management team offsite
Purpose
 Get feedback tools that help to create
adaptive and productive movement
in the agile landscape.
 As a new team we want to know each
other better – knowing your new
colleagues.
 Inspiration for what you might use in
your own team.
Program
Mindset
Your self to be:
Preparation
1. Collaboration read it If you have the
energy for it:
https://hbr.org/2019/11/cracking-the-code-of-
sustained-
collaboration?utm_medium=social&utm_campa
ign=hbr&utm_source=linkedin
2. Extreme teaming, see it if you have the
energy for https://youtu.be/3boKz0Exros
Facilitator
Practicalities
Date and time:
…
…
Location
…
Dress code:
Business casual
Curious
Listen
Take some risk
Humble
Accept to to be wrong
MA in Psychology & Philosophy
Certified clinical psychotherapist, MPF
Nelskarsvang@gmail.com
+45 2466 5258
Nels Klint Karsvang
,,I look forward to meet
you again. Especially your
will to learn and be
constructive critical at
the same time.”
Empathic
Innovative
Expanding others view
8.00
 Welcome, purpose and program
 Together with your own
temperament in the agile feedback
landscape. (It is a small MBTI experience.)
8.30
 3 approaches/tools to Feedback:
The mechanical approach, the
simple approach and the dynamic
approach.
 Ideas, combined wit your
experiences, on how to convey the
feedback
9.30
 Appreciation of a colleague,
 Feedback on the feedback of
appreciation.
 Preparing a feedback you find
challenging. (Playing out as form play)
 Reflections on own learning by
observing (if time: And feedback to
giver and receiver)
11.00
 What will I stop doing, change and
start doing regarding feedback. Shared
in plenum.
11.30 Good bye
Company
logo

2. 2
Tools for improved
Feedback and Collaboration
Management team , short session
21st February 2020

3. Welcome
3
[Name of the manager]

4. Purpose
4
Get feedback tools that help to create adaptive and productive
movement in the agile landscape.
As a new management team we want to know each other better –
knowing your new colleagues.
Inspiration for what you might use in your own team.

5. Program
5
 Together with your own temperament in the
agile landscape. (It is a small MBTI experience.)
 3 approaches/tools to Feedback: The mechanical
approach, the simple approach and the dynamic
approach.
 Ideas on how to convey the feedback What will I stop doing, start doing
and continue doing regarding
feedback
 Welcome, purpose and program
Tools for
improved
Feedback
 Engage your self in experimentation – trying. Identifying what fits you the best:
Appreciation of a colleague, Feedback on the feedback of appreciation.
 Preparing a feedback you find challenging. (Playing out as form play)
 Reflections on own learning by observing (if time: …and feedback to giver and
receiver)

6. 6
Whengiving
feedback
Whenreceiving
feedback
Integrate what you Capture during these 3 hours, here:

7. Together with your own temperament in the agile landscape.
7
SJ SJ NF
SP SP NF NT
SP SP NF NT
SJ SJ NF NT
NT
[Name]
[Name]
[Name]
[Name]
[Name]
[Name] [Name]
[Name]
[Name]
[Name]
[Name]
[Name]
[Name]
[Name]

8. Together with your own temperament in the agile landscape.
8
In your agile landscape what could you benefit from:
Start, Stop and Continue doing with regards to feedback?
You are the everyday experts

9. Assumptions on you as a team
MBTI Temperemts
9
[…]
[…]
[…][…]
[…] […]
[…]
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[…]
Disharmony
Performance

10. What is your feedback aversion?
Important in order to convey feedback
10
Emotional Intelligence: What it is and Why it Matters. By: Cary Cherniss. 2000
What We Know about EMOTIONAL INTELLIGENCE. How It Affects Learning, Work, Relationships, and
Our Mental Health MOSHE ZEIDNER, GERALD MATTHEWS, AND RICHARD D. ROBERTS. MIT. 2009
Feedback on
feedback
is very
important
1.Recognizing emotions
2.Understanding
3.Labeling emotions
4.Expressing emotions
5.Regulating emotions

11. 3 approaches/tools to Feedback:
The mechanical approach, the simple approach and the dynamic approach.
11
•Stating what it is about in
headlines
•Rules of behavior
•Duration
•Creating agreement
on the expected
performance level
•Explain the actual performance
level.
•Use many examples, be very
factual.
•Create agreement.
•Ask for reasons to the gap.
•Expect everything.
•Ask for ideas to create solutions.
•Provide solutions.
•Write them down.
•Have them told back to you by the
employee
•Follow up
Performance
Time
Expected
performance
1
2 6
3
4 5
1
2
3
4
5
6

12. 3 approaches/tools to Feedback:
The mechanical approach, the simple approach and the dynamic approach.
12
Context/circums
tances. The
when and the
where of the
situations
Observed, the
actions/
behaviours
exhibited
Impact on the
situation, you,
others, team,
business,
customers etc.
Next step. What
you would like the
recipient to do
with the feedback
C O I N
Yesterday in the
Kanban beginning
of the meeting
You came 5 min late
and you said that
nothing was moving
and that Peter was
stubborn in a very
critical tone,
displaying a angry
face and loud voice
Peter froze up and
did not respond.
After your statement
the rest of the
meeting was without
dialogue.
I would like you to be
on time. I would like
you to be more polite
and helps create a
relaxed atmosphere
during the Kanban
meeting.

13. 3 approaches/tools to Feedback:
The mechanical approach, the simple approach and the dynamic approach.
13
Hear
And formulate the
reaction you see
in a non-
judgemental way.
By using neutral
language to find
out what drives
the reaction
And validate what
you hear the
person is saying.
The person on what is
”true” about the
feedback and what they
can do about it
AcknowledgeExplore Refocus
H E A R
I notice that you
have become silent
It seems like you have
some strong feelings
on this topic?
What are you
thinking now?
What is your
reacting on?
It seems like this
feedback comes across
as unfair, in regard to
that you have worked
really hard – I think
that it must be
frustrating and seen as
unfair
Do you agree to the
feedback?
What would be a
good way to
address it?
What can or would
you like to do?
https://ss-usa.s3.amazonaws.com/c/1233/media/5620340318d37/HEAR_Model_Graphic_10_15_15.pdf
https://nextsteppartners.com/giving-feedback-dealing-with-defensiveness/

14. 3 approaches/tools to Feedback:
The mechanical approach, the simple approach and the dynamic approach.
14Jeremy Stover

15. 15
Use the feedback model that fits you the best.1
Think of a person you would like to give
feedback and what the feedback is about
2
Is the feedback for something you want to
appraise or something you want to change
3
Fill in the wording you would use towards
the person and the expected responses
from the person.
4
Share your result with a colleague5
Share in plenum:
What would work well
and what would not?
6

16. 16
Dress for the occasion/protect
your self. Then throw your self
into feedback – doing combined
with knowledge and willingness
to learn is a good start.

17. 17
FeedbackCollaboration
Integrate what you Capture during these 3 hours, here:

18. Feedback
18
Performance is to a large extent defined by goals
Make sure that they are very SMART and if
necessary break them down into sub goals
and even down into activities and
behaviors.

19. Feedback
19
Remember

20. Feedback
20
How to invite to a performance drop dialogue?
- Give the employee information in
writing or verbally, so it does not
come as a shock. Never dialogue
sooner than agreed in the lunch
room or other inappropriate places.
- Early in the day, start of
the week and never just
before the holiday or
vacation.
- At your office or in a
suitable room and there
should be no waiting
period for the employee
before the interview.

21. Feedback
21
Preparation of the dialogue?
In general you should think about what is difficult.
Decide what the goal of the conversation must be
Make a list of the problems that you see.
Then you take each individual problem and think
thoroughly about how you will handle it so that the goal
of the dialogue is realized.
It is particularly important that you carefully consider your
formulations, so they are completely unambiguous and
unmistakable.