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A
So
hi
everyone
happy
Friday
and
welcome
to
our
non
tech
talk
on
giving
feedback
in
a
decentralized
organization.
This
is
obviously
a
bit
of
a
departure
from
previous
Tech
Talks
and
we're
gonna
focus
on
the
human
side
of
building
tech,
and
this
talk
is
really
gonna.
Take
you
on
a
short
journey
through
some
basics,
of
giving
feedback
like.
Why
is
it
important?
How
do
you
do
it?
How
being
in
a
decentralized
organization
kind
of
makes
that
a
little
more
complicated
and
we're
also
gonna
give
you
some
ideas
to
get?
A
You
started
on
giving
feedback
yourself,
and
we
chose
this
topic
because
we
realize
it's
something
that
everyone
struggles
with,
but
it
is
kind
of
like
working
out
right
like
the
more
you.
Do
it
the
easier
it
gets
all
round,
so
we
just
have
to
kind
of
build
it
up
bit
by
bit
and
make
a
habit
out
of
it
from
time
to
time.
So,
you'll
notice
that
we're
focusing
mainly
on
giving
critical
feedback
in
this
presentation,
but
most
of
the
advice,
can
also
equally
apply
to
positive
feedback
as
well.
B
B
A
Do
this?
Okay,
so
I
want
to
first
start
by
setting
the
scene
for
this
topic,
because
we
want
to
acknowledge
really
that
feedback
and
giving
feedback
has
kind
of
a
bad
reputation
and
to
make
this
example
I
googled
the
topic,
giving
feedback
and
like
what
do
we
see
here
right
we've
got
a
couple
of
people
in
suits
some
like
paper-based
evaluation
forms
like
an
awkward
like
checkbox,
smiley
thing,
and
what
you're,
probably
thinking
as
you
look
at
this
is
like
these
people.
Just
don't
look
like
me
and
the
whole
thing
has
very
cringy
associations.
A
We
recognize
that,
and
so
the
real
talk
here
is
that,
like
telling
someone
their
work
wasn't
great
is
really
hard
and
that's
kind
of
like
why
we
commonly
avoid
doing
it.
And
you
know
it's
because
you
know
we
like
that
person,
we
care
about
them.
A
You
was
also
probably
slowly
dying
inside
too
so
here
we've
got
two
people
in
an
awkward
situation
and
it
kind
of
sucks,
but
just
imagine
if
we
could
live
in
a
world
where
everyone
was
comfortable
and
collectively
made
the
decision
to
just
kind
of
like
say
what
they
really
think
to
everyone
else.
That
would
make
our
work
just
so
much
easier
and
everyone
could
walk
away
from
feedback
conversations
feeling
really
good
okay.
A
So
before
we
get
into
kind
of
like
how
we
do
this,
we
thought
it'd
be
interesting
to
look
at
the
science
bit
like
what
happens
to
you
as
a
person
when
somebody
gives
you
feedback
and
you
might
have
noticed,
like
the
people
react
kind
of
defensively,
sometimes
even
like
dismissively
or
aggressively
when
you
and
feedback.
But
why
is
that?
This
is
down
to
a
phenomenon?
That's
called
the
amygdala
hijack,
and
that
sounds
like
a
sci-fi
movie.
But
it's
not
it's
something.
A
That's
going
on
in
the
brain,
which
is
really
fascinating,
and
when
we
received
negative
stimulus
like
a
bit
of
negative
feedback,
the
part
of
our
brain
called
the
amygdala.
It
gets
activated
and
it's
just
there
at
number,
two
below
the
cortex
and
it's
the
feeling
part
of
the
brain
and
it
triggers
a
feeling
of
attack
and
and
it
blocks
the
brain
from
processing
the
same
stimulus
by
the
more
rational,
slow
processing
of
the
cortex.
So
what
happens
is
like
when
you
hear
this
terrible
feedback?
A
You
enter
into
a
kind
of
fight-or-flight
mode
and
in
other
words
the
amygdala
hijack
it
just
takes
over
your
rational
brain
and
brings
you
into
a
ready
emotional
state.
So
this
means
that,
like
even
if
you
giving
feedback
to
someone
have
the
best
of
intentions-
and
they
may
have
just
completely
involuntarily
entered
into
this
panic
that
they
can't
control.
A
And
yes,
there
may
be
some
weird
brain
stuff
happening
in
the
background,
but
our
intentions
are
positive,
so,
even
in
the
most
difficult
of
feedback
conversations
that
you
have
keep
it
up,
the
back
of
your
panicked
mind
that
the
person
is
just
trying
to
help
you
grow
and
be
a
better,
we'll
work
us
so
then
you'll
probably
be
in
a
lot
better
place
later
on.
To
come
back
to
that
conversation
with
the
more
rational
mind
and
process,
what
was
being
sad.
B
Yeah,
so
that's
okay,
it
was
just
saying:
feedback
is
an
act
of
care
mostly
because
there
isn't.
There
is
much
less
growth
and
improvement
without
it,
so
it
is
always
important,
but
you
know
the
central
has
set
in
it's
even
more
important
because
in
the
old
world,
with
or
like
a
parallel
universe
that,
fortunately
we
don't
have
so
much
to
do
with
the
situation
is
next
in
this
slide,
like
companies
with
traditional
hierarchies
and
at
every
level
of
the
hierarchy.
B
So
when
it
starts
to
give
feedback
to
the
ones
that
are
some
level
slow
or
in
some
cases
there
are
processors
where
the
thing
is
a
little
bit
more
elaborate
with
three
six
evaluations
with
bottom
level
is
able
to
turn
some
feedback
on
top,
but
in
all
cases,
what
centralized
organizations
have
in
common
is
that
there
are
processes,
instructors
and
very
likely
mandates.
You
know
all
in
place
to
make
sure
that
feedback
is
taking
place.
B
B
That
the
work
environment
really
is
pleasant
and
the
interactions
we
have
with
our
colleagues
are
simulating
and
that
we
are
able
to
do
our
best
work.
So,
in
order
to
be
in
that
happy
place
where
we're
really
able
to
do
the
best
things,
we
can
it's
important
that
it
becomes
a
shared
responsibility
for
everyone.
Who's
involved
in
creating
a
healthy
flow
is
paramount,
although
it's
a
very
comfortable
responsibility,
act,
Isles,
there's
another
difficulty
that
we
have
is
due
to
be
removed
in
an
office
ii.
B
Is
a
lot
easier
to
see
sub,
don't
know
more
about
you,
so
you
understand
how
people
are
feeling
about
things,
because
you
see
their
facial
expressions,
so
you
check
the
tone
of
voice.
You
know
you
kind
of
read
the
air
around
things,
but
when
we're
not
working
on
text,
you
have
examples
like
the
one
that
we
just
speak
right.
So
if
you
like
this
conversation,
how
do
you
know
how
the
other
person
is
really
feeling
about
your
slide
back?
B
It's
super
generic.
It
doesn't.
It
is
like
yeah,
that's
good,
but
if
anyone
could
it
could
be
interpreted
as
it's
really
good
or
it's
really
bad
and
you're
gonna
be
fired
tomorrow.
Nobody
know
yeah.
B
B
A
So
yeah
like
we
have
so
many
great
thinkers
in
the
space
of
giving
feedback,
and
we
absolutely
love
Kim
Scott
and
her
radical
candor
framework
to
think
about
how
you
most
effectively
deliver
the
feedback.
So
the
idea
what
this
is
like,
there's
a
sweet
spot
for
giving
feedback
and
that
you
can
achieve
it
by
pairing
two
things
and
it
sounds
to
septa
very
simple,
but
one
is
that
you
care
personally
about
the
person
you're,
giving
the
feedback
to
as
like
a
whole
person,
not
just
their
professional
self.
A
Second,
is
that
you're
willing
to
challenge
them
directly
in
a
way?
That's
like
almost
blunt.
You
know,
but
just
being
super
direct
and
not
sugarcoating
it
or
saying
something
in
a
way
that
could
be
ambiguous
and
I
just
want
to
kind
of
look
at
the
other
quadrants
here,
because
the
ideal
state
there
is
a
radical
candor
I
care
personally
challenged
directly,
but
there's
other
kind
of
common
pitfalls
that
we
can
fall
into
you
and
you
want
to
try
and
avoid
these
right.
So
obnoxious,
aggression
is
the
one
in
the
lower-right
and
put
simply.
A
A
Think
someone
in
this
quadrant
is
likely
to
be
that
person
and
then
also
you
have
people
who
are
like
manipulative
the
insincere
and-
and
so
this
is
even
probably
the
worst
one,
because
you
neither
care
about
the
person
you're,
giving
feedback
to
and
you're
kind
of,
the
reasons
known
to
you
not
also
bothering
to
give
them
the
feedback.
So
this
could
be
like
you
don't
want
to
rock
the
boat.
A
So
this
is
a
really
helpful
framework.
We
think
for
like
next
time,
you're
delivering
feedback
or
you're
thinking
about
it
like.
Where
are
you
on
this
scale,
with
the
person
that
you're
giving
the
feedback
to?
And
how
can
you
get
to
more
of
that,
but
radical
can
the
kind
of
place
where
everyone
benefits
from
the
feedback
being
given.
B
Yeah,
so
in
practice,
how
does
that
all
look
I
feel
like
the
most
important
thing
that
you
need
to
do
is
carry
was
such
an
upon
is
creating
a
relationship
with
the
person
that
you're
giving
feedback.
So
your
co-workers
need
to
know
that
you're
speaking
in
the
in
the
best
interest
of
the
project
and
the
world
when
I
think
something
could
be
done,
better,
just
don't
hesitate
to
say
it
and
it
has
an
open
conversation.
B
It's
not
to
command
and
control
the
people
around
you,
but
to
make
the
product
any
organization.
Whether
social,
in
your
point
of
view,
can
only
enrich
that
if
it
is
the
first
time,
for
example,
if
there's
a
new
person
joining
the
project,
you're
working
on
something
together,
you
notice
something,
but
you
don't
know
them
enough
to
really
have
a
relationship.
Yet
that
can
be
a
place
that
is
quite
uncomfortable,
so
it's
always
good
to
let
them
know
first,
why
like?
What's
your
stake
in
it
and
what
is
why
you're
telling
them
that?
B
Because
it
might
well
as
well
be
that
you
just
had
you
just
did
the
same
thing
when
you
start
with
the
completely
altruistic
thing
to
say,
like
hey
I,
did
it
before?
Probably
just
do
it
that
way
so
and
I
work
better
so
once
they
other
person
knows
why
you're
coming
in
gonna
be
much
easier.
Accept
your
feedback.
I
realize
it
is
not
just
Jonas,
as
in
the
previous
life.
B
But
anyways
saying
how
you
really
feel
and
being
human
and
is
the
one
thing
there's
a
trust,
relationship,
credibility
and
one
of
the
most
important
things
to
keep
singing
and
like
a
healthy
work
on
common
themes.
So
people
want
to
work
with
other
young
people
or
they
don't
like
to
feel
like
people
are
be.
B
Or
maybe
insincere
in
any
way,
so
it's
very
important
that
people
share
their
concerns
because
it
you
know
people
have
concerns,
nobody's
ever
gonna,
believe
you,
if
you're
perfectly
happy
in
every
single
time.
In
that
sense,
also
it's
important
to
model
the
example
and
to
all
the
times
that
you
did
some
mistakes.
So
if
you're
inside,
if
you
present
yourself
as
this
person
always
go,
always
have
the
first
serve
and
they
never
made
the
fix
and
my
work
is
always
perfect.
It's.
B
For
others
that
can
then
get
feedback
from
you
not
to
fill
the
pants
iam
or
you
mean
it
and
were
like,
oh
all,
sorts
of
commercial
and
readers.
So
it's
important
that
if
sometimes
to
get
something,
not
gay,
you
just
don't
hide
it.
Let's,
just
not
on
the
example.
Well,
okay,
I'm,
sorry,
I
ruined
your
day
and
I
stay
come
gonna!
B
So
another
important
thing
is
not
to
get
too
defensive
elections
which
is
separable
time
and
and
virtually
in
our
case
space.
So,
generally
speaking,
don't
go
and
give
it
three.
The
code
feel
that
you're,
probably
cooler
heads
or
places
where
everyone
is
gonna,
read
them
and
just
give
something
like
that
is
back
to
the
privacy
of
the
individual.
B
It's
like
take
them
aside
with
make
just
one
private
being
tell
them
how
you
feel
about
something
it's
in
the
space
to
react
in
private
without
address
to
see
him
also
choose
a
good
style
like
don't
do
it
when
they're
just
about
to
give
that's
all
called
a
big
presentation
of
the
beta's
lunch
and
right
click
wait
for
it
to
be
a
bit
more
quiet.
Let's
do
the
wait
too
long
and
if
you
notice
something
Ricardo.
C
B
B
A
B
Important
Savior,
so
it
happened
to
me
a
million
times,
I
guess
also
to
either
swine.
Like
so
many
case,
if
you
think
about
the
thing
you
did
six
months
ago
and
you're
like
what
you
can't
believe
them,
you
can't
they're
not
very
helpful,
like
you
can
t,
remember
exactly
why
you
made
this
choice.
You
can't
give
I
remembering
that
was
really
accurate,
so
they
all
the
reaction
have
emotionally.
It's
totally
like
on
one
hand,
this
person
X
telling
me
something
that
doesn't
make
any
sense.
How
am
I
gonna
tell
them
wrong?
B
Bad
idea,
if
you
work
to
be
actionable
and
just
do
it
as
soon
as
it
happens,
don't
take
the
people
on
the
side,
tell
them
what
snap-in
positive
any
negative
reinforcements
in
that
was
great
and
stimulating
people
to
do
more
work
in
that
directions,
also
just
as
important,
but
don't
do
it
six
months
later,
specificity
goes
exactly
in
the
same
bucket
like
if,
but
it
tells
me,
your
work
is
great.
I
could
say
wonder,
what's
the
in
the
valiant
and
if
my
work
was
bad.
B
Sorry,
there's
some
background
noise
same
thing,
I
need
to
know
what
it
is
so
try
to
impractical
terms
linked
to
specific
threats
to
issues
and
github,
so
anything
where
you
can
see
exactly
what
a
little
bad
about
the
same.
What
next
the
Austrians
help
this
person
in
the
discussion
you
can
to
decide
what
are
the
subsets
we're
gonna
take
for
it
not
to
happen
again
or
to
repeat
it
a
lot.
It
was
positive,
seeing
that
we
want
to
do
a
lot
I,
try
not
to
judge
them
as
a
person.
It's
always
about
the
job.
B
C
A
A
You
know,
we've
all
been
there
just
kidding,
and
you
know
like
the
thing
is
that
they
just
feel
like
too
scared
to
tell
the
truth
until,
like
a
kid
speaks
up
and
says:
hey,
you're,
naked
and
I
think
this
is
relevant,
because
it
makes
a
really
good
point
around
like
we
want
to
create
an
environment
around
ourselves
where
other
people
feel
comfortable
giving
us
feedback.
So
that
way
like
we're,
not
at
risk
of
missing
these
really
important
messages
that
we'd
really
benefit
from
hearing.
A
Okay,
so
you're
saying
like
great
Kari,
that's
far
but
like
how
do
we
do
that?
So
if
we're
flipping
the
kind
of
model
of
like
looking
at
feedback
as
a
push,
you
know
being
pushed
from
a
feedback
giver
to
a
receiver.
Let's
think
now
about
being
somebody,
who's
gonna
pull
some
feedback
towards
them.
So
we've
got
four
kind
of
simple
steps
here,
and
maybe
some
of
these
might
help
you
to
get
better
quality
feedback,
the
first.
It
is
really
simple:
ask
people
you
know
think
about.
A
When
was
the
last
time
that
you
had
a
genuine
conversation
with
a
colleague
and
you
just
asked
them
to
critique
your
work
right
and
I'm.
Talking
like
a
conversation
where
you
ask
them,
you
know
specifically
like
how
was
my
code
on
X
project.
We
work
together
on
last
week
versus,
like
you
know,
do
you
enjoy
working
with
me
so
yeah.
It's
really
helpful,
just
to
kind
of
sometimes
just
ask
the
question
and
bring
the
issue
to
the
table
and
making
your
requests
as
specific
as
possible.
Help
you
get
targeted
feedback,
that's
really
relevant.
A
A
You
know
it's
tough
to
pick
yourself
up
sometimes,
but
trying
to
turn
it
into
a
positive
and
make
something
good
out
of
a
terrible
situation.
It's
something
that
we
can
all
do,
but
it
doesn't
always
feel
that
way.
Sometimes
the
next
is
to
acknowledge.
You
know
thank
acknowledge
that
you've
heard
repeat
it
back,
make
sure
that
you've
understood
it
correctly
and
really
commit
to
making
improvements.
But
at
the
same
time
you
know
don't
feel
that
you
have
to
accept
the
feedback
on
face
value
either
like
if
you
need
clarification,
feel
free
to
ask
questions.
A
It's
a
two-way
dialogue,
not
just
kind
of
like
here's,
the
feedback
and
then
I
run
away,
and
the
last
thing
is
really
just
about
sharing
a
bit
of
yourself
with
others
and
telling
people
how
best
you
like
to
give
and
receive
feedback.
A
So
maybe,
like
writing
user
manual
about
yourself
or
just
kind
of
approach,
your
teammates
and
say
hey.
This
is
like
how
I
work,
and
this
is
how
I
like
to
receive
feedback,
because
you'd
be
surprised
like
particularly
even
things
like
positive
feedback.
Some
people
really
love
being
praised
in
open
channels
and
other
people
find
it
excruciating.
So
the
more
that
you
can
communicate
what
you're.
Looking
for
the
more
likely
you
are
to
get
it
and
get
that
really
high-quality
feedback
from
other
people.
B
B
Can
you
give
us
feedback?
That's
a
tough
one.
I
think
the
most
important
part
is
that
there
isn't
just
one
right
answer.
Person
is
different
so
since
it
is
important
to
give
us
so
this
is
good
feedback
study
the
other
party
a
little
bit
before
you
do
it,
and
that
also
includes
the
cultural
differences
part.
B
C
B
B
Mayor
exactly,
she
did
a
lot
of
study
about
that
and
it's
not
only
feed
but
everything
like
presented
skills,
performance
evaluations
and
how
they
are
lived
in
completely
different
ways
in
between
cultures
around
the
world.
So
there's
definitely
a
lot
could
be
say
about.
It
definitely
is
different,
however,
in
international
companies
were
we
all
try
to
find
the
baseline
honestly,
okay,
just
say.
A
Sorry,
yeah
no
I
totally
agree.
I
love
that
Aaron
Mayer
book
as
well.
You
know
one
thing
is
while
I
think
that
I
do,
if
it's
unsolicited
that
you
might
find
helpful,
is
rather
than
launching
in
like
a
right
enter
tries.
Is
they
ask
them?
First,
like
hey?
Do
you
mind
if
I
give
you
some
feedback
and
it
seems
like
a
small
thing,
but
it
almost
gives
the
other
person
agency
because
they'll
say
oh
yeah,
sure
so
you
know
you've
not
just
kind
of
come
at
them.
A
You
feel
like
you're,
opening
a
more
like
kind
of
partnership
of
a
dialog
so
but
yeah
that
I
love,
like
ultrabook
I,
think
it's
a
really
good
recommendation
and,
to
be
honest,
it's
like
staff
said
you
know
we're
a
global
organization
and
I
think
we
all
come
into
this,
knowing
that
that
has
like
endless
possibilities
and
misunderstandings,
so
I
think.
Naturally
we
are
just
a
very
like
open-minded
bunch
to
that,
and
sometimes
with
cultures.
You
don't
know
what
you
don't
know
right
like
as
you
re
writing.
A
A
user
manual
like
I
may
not
be
aware
that
I'm,
British
and
I'm
like
hyper
direct
about
something.
So
it's
not
always
obvious
to
yourself
like
where
you
sit
on
that
cultural
continuum,
so,
but
we're
all
learning
together.
I
think
is
the
important
thing.
So
mistakes
will
happen,
but
yeah,
it's
just
one
of
those.
B
Important
awesome,
good
intentions
like
thinks
that
could
be
interpreted
as
offensive
or
somebody
giving
you
two
that
XP,
but
they
don't
really
mean
to
hurt
nobody.
B
A
A
B
A
Yeah
I
think
Polly's
great.
It's
super
quick,
super
lightweight
integrated
with
artac.
The
only
thing
I
would
say
there
is
just
to
take
time.
Writing
you
know
good
questions
to
get
good
answers,
because
yeah
I
think
the
temptation,
when
you
see
those
it's
just
a
throw
in
a
quick.
You
know
like
how
am
I
doing
question,
but
it's
a
really
good
chance.
You
have
the
flexibility
to
kind
of
tailor
it
to
what
you
want
so
I
like
it.
You
know
it's
like
with
feedback.
B
We
have
another
one
from
Kim
how
they're
not
there
after
the
fact,
creases
to
criticism
into
more
constructive
feedback.
That's
a
very
interesting
point.
Sometimes
it
seems
people
into
criticized,
but
not
really
part
of
it.
So
it's
like
the
high
devices
like
phones,
which
are
very
popular
used
to
have
that
saying,
goes
to
another
place.
B
So
it's
harder
if
you
eye
and
there's
a
receiving
end
of
this,
because
I
had
several
times
on
threads,
not
so
much
here,
but
before
you
write
something
you
look
beautiful
like
what
you
thought
was
a
very
beautiful
like
formulated,
idea
and
plan
and
logic
you
post
it
and
then
you
get
them
all
to
destroy
goodbay
and
make
you
feel
and
hear
really
inaudible
like
it.
You.
C
B
Is
going
to
the
science
it's
harder
to
be
in
that
place
and
it's
hard
to
turn
it
into
something
constructive
alone?
One
thing
that
I
believe
works
is
to
have
like
you.
Probably
all
of
us
have
trusted
peers,
so
ask
someone
else:
well,
you
are
with
it
like
I
mean.
Ideally
you
would
be
so
stronger
to
go
to
the
person
directly
and
ask
them
to
be
part
of
the
solution.
B
B
I
believe
whether
it
is
heart,
if
you
feel
hurt
inside
so
sometimes
having
a
trust
and
peer
that
you
can
bounce
ideas
off
or
that
can
help
you
by
answering
by
commenting
by
leading
a
little
bit
Ikuko
conversations
towards
the
productive
part
of
it,
and
what
is
the
solution
was
in
Italy
at
work
and
like
keep
it
productive
is
how
we
go
about
it.
Yeah
again.
A
Yeah
I
think
as
well
like
because
we
do
a
lot
of
writing
by
text
like,
like
staff,
said
you
know,
we
want
to
always
assume
positive
intent,
but
it's
so
easy
because,
like
if
that
conversation
was
happening
face-to-face,
it
may
probably
be
kind
of,
like
you
know,
with
a
bit
of
caring
body,
language
behind
it
or
something
that
would
soften
it
and
I
think
sometimes
it's
hard
when
you
see
the
tax
can
look
very
blunt
and
your
mind
could
interpret
that
in
any
way.
And
you
don't
really
know
the
tone
of
voice.
A
This
is
hard,
but
you
know
like
we've
all
been
there
and
it
feels
so
lonely
when
you
get
criticism,
but
like
this
just
happens,
and
you
know
it's
it's
good
like
you
should
really
feel
proud
of
yourself
when
you
just
pick
yourself
back
up
again
and
move
on
cuz,
it's
not
easy
to
do,
but
you
know
it's
like
it's
quite
achieved,
but
it
is
really
hard
so
yeah
any
other
questions.
I
feel
like
we're.
Coming
up
to
a
half
an
hour
yeah.
We.
A
Oops,
let's
do
one
just
quick
slides.
What
do
you
reckon
Steph
I
got
a
minute
yeah,
so
we
just
want
to
decide
a
challenge
for
everyone,
just
like
turning
up
the
flow
of
feedback
like
wherever
you
are
on
that
continuum.
You
like
a
feedback,
Pro
feedback
noob
just
like
take
the
night
step
and
go
out
of
your
comfort
zone.
Just
like
try
it.
We
can't
promise
those
conversations
won't
be
awkward.