Bridges instead of walls

Building a feedback culture in an organization starts outside of it

How many times have we heard such and similar dialogues around us? Do we live in a feedback culture on a daily basis? Are our homes, families, peer groups, communities, and gatherings spaces conducive to the exchange of non-judgmental, constructive feedback? Do we learn how to give it with the intention of improving relationships, building better social bonds, enhancing and developing? And finally, do we know how to take it with the same intention? These are the questions that we need to answer before we think about what a feedback culture is in an organization and how to implement it, as well as what difficulties we may encounter in this process and how to overcome them.

As cliché as it sounds, it all starts in the family and school. The rebellion of a three-year-old when we learn for the first time about the existence of boundaries and social norms, the challenges of school that are so conducive to being judged and comparing ourselves with our peers, the emotional storms of adolescence, when our sense of self-worth is formed in interpersonal relationships, and finally the struggles with the everyday life of adult relationships, when we reach out to each other in search of compromises – these are all natural stages of life on which feedback shapes us. They are also a kind of training grounds where we learn to give and receive both positive feedback and constructive criticism. There is no need to convince anyone of how difficult and complicated these tasks are, and how easy it is to make mistakes in them. The extent to which our feedback exercises succeed and fail over the course of our lives largely determines what kind of feedback skills we bring to our organizations.

I'm not an English philologist and I don't have the competence to derive the root of the word "feedback", but I really like the verb "feed" hidden in it. To feed is to share a good with someone else, it is to care for its well-being. Feedback is therefore a tool for growth, which, however, we often learn to perceive as a threat as a result of bad experiences. This is because every feedback signal requires us to face our own imperfections, and this creates natural resistance. How do you turn this instinctive defiance into a readiness to grow from an early age? We could go on and on about developmental psychology, but that is not the subject of this article. Equally important is the fact that the competence to give and receive feedback at the individual level, acquired – or not – in the process of socialization and upbringing, is a key aspect of building a feedback culture in an organization.

Changing models of upbringing give hope that this task will be easier than it used to be. People born in the digital age who navigate the online world with ease show greater openness to a diversity of opinions. On the other hand, openness to cultural and identity richness creates a good background for communication based on acceptance and inclusion, rather than setting boundaries and divisions. These are the foundations of feedback culture. However, this positive image of the contemporary social context needs to be balanced by casting a shadow over it in the form of ubiquitous information bubbles, in which we are increasingly closing ourselves as a collective. In the age of social media, it's easy to separate ourselves from each other in soundproof rooms, where the only feedback we hear is the one that confirms our existing beliefs. Today's public debate is too often a battlefield where expressing a differing opinion is treated as an attack rather than an opportunity for dialogue and mutual discovery. This tendency is not conducive to creating a feedback culture.

How to break this deadlock and learn to see feedback as an opportunity to learn, not an assault on us? It seems that the answer lies in ensuring a positive ground for the feedback culture already in the family and at school. In teaching children that feedback, while not always positive, is a form of caring. It represents feeding that aims to grow, not restrict. Adults, both as parents and teachers, should become role models in giving and receiving feedback constructively. Only then will the younger generations be able to break down societal barriers and create a healthier environment for all.

The transition from individual experiences in family and school to extensive feedback practices in the workplace is natural, but not always easy. In order to build a feedback culture, organizations must take into account the developmental and social background of the employees who join them. Without understanding that this process begins long before the first day of work in the company, it is impossible to implement changes effectively. This means that strategies for building a feedback culture must be flexible and sensitive to the diversity of employee experiences. Assuming that each of us has gone through different stages of development in the context of feedback – from family, through school, to social life – it will be easier to understand and transform possible resistance into readiness for constructive dialogue.

Building a culture of feedback is not only about training in giving it

Building a feedback culture in an organization is a complex process that requires more than just handing over a set of tools and techniques. Starting with training in feedback techniques such as FUKO (Facts, Feelings, Consequences, Expectations), SIBI (Situation, Impact, Behavior, Inspiration) or AID (Action, Impact, Development) is undoubtedly necessary, but it may not be enough if it is not based on solid foundations in the form of attitudes, values and an example that comes from above. Leaders must be role models in giving and receiving feedback, showing its importance and place in the organizational culture. Let us remember that not only "the example always comes from above", but also "the fish rots from the head".

Another important aspect is the balance between learning to give and receive feedback. Usually, organizations overemphasise the first element, ignoring the fact that the ability to accept feedback is just as important, if not more so. Without openness to feedback and readiness to reflect on themselves, it is difficult to expect employees to effectively use feedback for their own development and for the benefit of the team.

The implementation of a feedback culture must result from deeply rooted needs and values. Employees and managers need to understand why such a culture is being introduced and how they can benefit. Feedback translates into visible effects, such as increased productivity, improved organizational climate, and a growth mindset. Moreover, a healthy feedback culture can effectively counteract power pathologies such as mobbing by promoting openness, respect, and constructive dialogue.

It should be emphasized that the foundation of an effective feedback culture is trust. When it's missing, employees may see feedback as a tool of control or criticism rather than a source of valuable guidance. Therefore, it is important for organizations to build trust by transparently communicating goals, values, and expectations, as well as by encouraging openness and honesty in the exchange of feedback.

Implementing a feedback culture also means continuous work on interpersonal communication in the organization. Trainings should include not only techniques for giving and receiving feedback, but also work on listening, empathy and assertiveness skills. Employees who feel heard and understood are more likely to accept feedback and improve themselves.

Building a feedback culture requires commitment at many levels of the organization and should be treated as an investment in the future. The key is to create an environment where feedback is seen as a valuable guideline rather than an obligation or a form of criticism. Only then can organizations fully benefit from a feedback culture, contributing to the development of employees and the company as a whole.

Where to start building a feedback culture

Starting to build a feedback culture in an organization requires a thoughtful approach and understanding that even small changes can have a big impact on the way employees perceive each other and their place in the company. One of the basic steps is to intentionally change the language we use on a daily basis. Words, as insignificant as they may seem, shape our reality and influence our consciousness. Example? Instead of the traditional "annual appraisal", let's talk about a "development interview". Such a subtle shift emphasizes support and collaboration instead of finger-pointing and hierarchy.

It is recommended to formalize initial meetings to create a framework for a new type of communication. However, the ultimate goal should be to normalize spontaneous, regular feedback conversations so that they become a natural part of the company's life. It is a task in which the community of leaders plays an important role. They must be role models in giving and receiving feedback, supporting each other in maintaining high standards and communication norms.

At a later stage of building a feedback culture, organizations should strive for open communication and honesty, eliminating the unfortunately common management by conflict – that is, dividing information in such a way as to favor, distinguish some at the expense of others, introducing dominance and distrust. Information is power. There is a strong temptation to use it to achieve one's ends, but this form of social influence lies dangerously close to manipulation and embarking on this path is always treading on a minefield. Transparency, sharing of knowledge and resources should become the foundation on which an atmosphere of trust is built. Information should not be used as a tool of power, but as a way to strengthen the team.

Success in building a feedback culture is evidenced by measures such as the level of openness, honesty, and free communication. Monitoring progress in these areas can be done through regular employee surveys, feedback sessions on the communication process itself, and an assessment of the engagement and job satisfaction. In addition, companies can track specific business outcomes resulting from better communication, such as reduced employee turnover, increased innovation, or project efficiency.

Building a feedback culture is therefore a process that requires time, commitment and continuous improvement. The first step is to understand the conditions of the environment in which the employee grew up, the next step is to change the language and perspectives with which we approach the feedback process, which creates the basis for further actions. By consistently striving for openness, supporting each other in a group of leaders, and promoting transparency and collaboration, organizations can gradually shape an environment where feedback is seen as an opportunity for growth and mutual support.

Pitfalls on the way to building a feedback culture, or what can go wrong

Building a feedback culture, although promising in its assumptions, also brings with it a number of challenges and pitfalls that can make it difficult to achieve your goals. Understanding and preparing for these potential challenges will certainly facilitate the effective implementation and maintenance of a healthy feedback culture.

One of the most frequently encountered challenges is the disparity between positive and negative feedback. Our natural tendency to focus on negatives can lead to an imbalance where critical remarks overshadow praises. To counteract this phenomenon, organizations can introduce the practice of creating a "positive feedback cushion," involving intentionally giving more frequent compliments and positive comments. This way, when it's time for negative feedback, the employee will be aware that it's just one constructive part of a broader picture of their work, rather than dominant criticism.

Another challenge lies in the illusion of feedback, where situations arise in which the exchange of feedback becomes merely a formality, devoid of real needs or organizational values. Such mechanical, shallow encounters can do more harm than good, discouraging employees from participating in the process and undermining trust in the authenticity of communication. It's important for feedback to stem from genuine interest in the other person's development and not just be another task to check off the to-do list. A poor, and even dangerous, practice among leaders is scheduling such tasks to be completed in their calendar, for example: "Provide feedback to three people today."

One more trap is the binary approach to feedback, i.e. the belief that any feedback must be either fully accepted or fully rejected, and that these are the only options. Because the unambiguously accurate and objective feedbacks hardly exist, we reject most of them based on this assumption. Meanwhile, between black and white there is a whole range of shades of gray. In reality, feedback is often complex and requires a selective approach. It is essential to be able to draw from it what can strengthen us and assertively reject what does not serve us. It's important to remember that no one is perfect at giving feedback – we all have our limitations and subjective point of view.

Both giving and receiving feedback are skills that require practice, empathy, and openness. Being aware of one's own imperfections and accepting the fact that people make mistakes allows for a more constructive approach to the entire process. By viewing feedback as an opportunity for mutual learning and development rather than judgment, organizations can avoid many pitfalls and build strong, mutually respectful relationships.

Building a feedback culture is a long and steep path, but it's worth walking along it

On a journey through the intricacies of the process of building a feedback culture in organizations, we discover that it is not only about improving skills or implementing procedures. Something much deeper comes to the fore – embracing imperfections, both our own and those of the people with whom we share our professional space. Accepting our weaknesses and limitations is the foundation on which we can build a truly supportive and developing work environment.

Feedback culture, at its core, is an invitation to an honest dialogue in which everyone has the right to make mistakes, and every constructive criticism is a step towards mutual development. It is a space where weakness is not a reason to be ashamed, but a starting point for mutual help and "feeding" each other with knowledge, experience and support. We encourage you to take a bold step towards building such a culture in your organization. Let it become a place where everyone feels valuable, where mistakes are seen as opportunities, and where feedback becomes a bridge between people, not a wall that divides them. In such a culture, where openness to imperfection and acceptance of one's own weaknesses are valued, we can truly grow – together as an organization and separately as individuals. It's not an easy road, but it's a journey worth every step of the way.