{"id":9267,"date":"2024-05-09T14:11:35","date_gmt":"2024-05-09T14:11:35","guid":{"rendered":"https:\/\/leaderzone.ca\/?p=9267"},"modified":"2024-08-18T15:20:11","modified_gmt":"2024-08-18T15:20:11","slug":"reflexions-sur-la-retroaction","status":"publish","type":"post","link":"https:\/\/leaderzone.ca\/en\/reflexions-sur-la-retroaction","title":{"rendered":"Thoughts on Feedback"},"content":{"rendered":"
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<\/p>\n Because we are living beings, feedback is an inherent condition of life. The fetus begins to react very early in its mother's womb to the gentle voice of its father. They celebrate with pomp when their child poops in the potty. They smile when they see their boyfriend's name on their cell phone screen, teachers grade students in schools, police officers give tickets to critics and arrest criminals, managers conduct annual performance reviews in most organizations. We give and receive feedback daily and in all forms.<\/p>\n Entre \u00ab\u00a0candeur radicale\u00a0\u00bb (\u00eatre compl\u00e8tement transparent) et \u00ab\u00a0empathie d\u00e9vastatrice\u00a0\u00bb (garder pour soi ce qui pourrait, fort probablement, aider l\u2019autre), qu\u2019elle soit positive, n\u00e9gative, constructive ou destructive, etc., la r\u00e9troaction vise \u00e0 exprimer un feedback \u00e0 son interlocuteur sur ses actions\/paroles et d\u2019obtenir une modification ou un renforcement desdites actions\/paroles; j\u2019ai une r\u00e9serve concernant cette 2e<\/sup> part, I will explain why at the end of the article.<\/p>\n Feedback can trigger emotional reactions in the brain, particularly in regions associated with emotions like the amygdala. Negative feedback can activate areas of the brain linked to stress and anxiety.<\/p>\n \u00a0<\/strong><\/p>\n \u00a0<\/strong><\/p>\n In the organizational sphere, giving (and more recently, receiving) feedback is an important component of a leader's role vis-\u00e0-vis their colleagues. To maximize the benefits of this inherent practice, here are some suggestions for reflection.<\/p>\n Do you generally know what style of feedback you provide? Are you aware of the impact your feedback style has on others? What generally motivates the feedback you give? What kind of feedback would you like to receive? Why do you want, or not want, feedback? Etc.<\/span><\/p>\n Reflecting on this subject, whether individually or with the help of an expert, will allow you to demonstrate sincerity and integrity towards yourself and your colleagues.<\/p>\n Remember that a little self-criticism (e.g., what changes can I make to be more empathetic?) is a worthwhile challenge, without falling into self-flagellation and imposter syndrome.<\/p>\n It is essential to consider certain factors so that your feedback has the desired effect on your interlocutor, while preserving a climate of psychological safety:<\/p>\n a.\u00a0<\/span>La dynamique hi\u00e9rarchique\u00a0:<\/strong><\/p>\n Even if you possess the highest level of kindness, your colleague may perceive your feedback as a display of authority, simply because you are their superior, and they may be reluctant to discuss or challenge it with you. This reaction is closely linked to their self-esteem and fear of negative consequences for their career. If your feedback doesn't take this factor into account, it can become a barrier to open and honest communication and constructive feedback.\u00a0\u00a0<\/p>\n b.\u00a0<\/span>La diversit\u00e9 culturelle\u00a0:<\/strong><\/p>\n \"Do not do to others what you would have them do to you.\"<\/em> but \"do unto others as they would have done unto themselves\"<\/em> takes on its full meaning when giving feedback to a colleague from a different culture. Do your research and examine aspects such as direct vs. indirect, body language, approach to authority, cultural norms, etc.; put things into perspective, while avoiding stereotypes. By adapting your feedback to these diversities, you demonstrate intercultural sensitivity and an inclusive and respectful spirit.<\/p>\n c.\u00a0<\/span>Les st\u00e9r\u00e9otypes de genre\u00a0:<\/strong><\/p>\n The same feedback is perceived differently by men and women, due to various factors, such as social, cultural, biological, and psychological disparities. Studies show, among other things, the following:<\/p>\n \u00a0<\/p>\n To you gentlemen, I would like to offer you a piece of advice: If you want to give an unsolicited opinion to one of your peers, start by asking them for feedback on your own work. Your feedback will be perceived as support\/collaboration rather than an attempt to assert your dominance over them.<\/p>\n d.\u00a0<\/span>Generational Diversity<\/strong><\/p>\n The generational face of teams has changed a lot in recent years. It is common to find four generations interacting within the same team. The older generation is often considered by the younger generation as no longer able to keep up, while the younger generation seems unpleasant, more often than not. The feedback provided by one to the other reflects this perception. It is important to remember, WITHOUT GENERALIZING, that Baby Boomers and Generation X are supporters of the annual performance review. The former introduced it, the latter crowned it and initiated upward feedback (from the employee to their manager). At the other end of the generational spectrum, Millennials and Zoomers grew up with informal and instant feedback (the likes<\/em> and other reactions on Facebook, Instagram, YouTube, TikTok (more recently), etc.). They have developed emotional resilience and are less \u201csensitive\u201d to it than their older colleagues. \u00a0<\/p>\n Concentre ta r\u00e9troaction sur le travail, l’\u00e9nergie d\u00e9ploy\u00e9e, les comportements, tout \u00e9l\u00e9ment concret et mesurable plut\u00f4t que sur ton ressenti qui n\u2019aiderait pas votre collaborateur \u00e0 progresser. Ne d\u00e9bute jamais tes phrases par\u00a0: Tu as tort!<\/p>\n Si tu es constamment dans le politiquement correct, tu risques de provoquer des comportements passifs-agressifs, de l\u2019hypocrisie ou des relations manipulatives \u00e0 cause de la frustration qui s\u2019accumule. \u00c9vite \u00e9galement de recourir \u00e0 la technique du sandwich\u00a0: ne dissimule pas ta r\u00e9troaction entre deux \u00ab\u00a0\u00e9loges\u00a0\u00bb, le collaborateur percevra s\u00fbrement ce que tu essaies de \u00ab\u00a0camoufler (sugar-coating)\u00a0\u00bb et ceci aura un impact n\u00e9gatif sur votre relation. Fais preuve d\u2019honn\u00eatet\u00e9 et exprime-toi ouvertement, en prenant en compte les facteurs mentionn\u00e9s dans la section pr\u00e9c\u00e9dente. Un feedback constructif est le meilleur moyen d\u2019aider quelqu\u2019un \u00e0 s\u2019am\u00e9liorer et \u00e0 gagner en efficacit\u00e9.<\/p>\n \u00c0 la fin de ton feedback, demande \u00e0 ton collaborateur : \u00ab\u00a0Qu\u2019est-ce je pourrais faire, ou arr\u00eater de faire, pour t\u2019aider ? \u00bb. Si tu ressens l\u2019installation d\u2019un malaise, ne tente pas de le dissiper par du bavardage. Ta disposition \u00e0 l\u2019\u00e9coute t\u00e9moigne du respect et de l\u2019int\u00e9r\u00eat pour l\u2019autre. Tu apaises l\u2019atmosph\u00e8re, tu \u00e9vites les confrontations inutiles, et tu cr\u00e9es un espace authentique d\u2019\u00e9changes humains o\u00f9 ton collaborateur se sent en s\u00e9curit\u00e9 pour s\u2019exprimer, et pourquoi pas\u00a0: te confronter.<\/p>\n Listen to the other person's feedback and be open to the small truth in their words. Feedback isn't an absolute truth; it's a point of view, based on facts and testimonies. However, it usually reflects a small part of the truth. If you can't perceive it, question your open-mindedness. \"Nobody is perfect\" is a scientific truth, in any universe or field.<\/p>\n La r\u00e9troaction deviendra ainsi une partie int\u00e9grante du travail et les collaborateurs s\u2019y habitueront et appr\u00e9cieront ses bienfaits\u00a0:<\/p>\n a. Lors des rencontres individuelles, en particulier pour des d\u00e9butants dans le domaine de la r\u00e9troaction (donneur et receveur).<\/span><\/p>\n b. En r\u00e9union d\u2019\u00e9quipe, en demandant aux participants de pr\u00e9parer pr\u00e9alablement des r\u00e9troactions les uns aux autres. La pr\u00e9paration donnera au donneur l\u2019opportunit\u00e9 de doser ses paroles et son ton, et comme tous les participants vont \u00eatre receveurs \u00e0 un moment ou \u00e0 un autre, ils sont ainsi rassur\u00e9s. Le partage lors des r\u00e9unions am\u00e8ne des discussions constructives, permet \u00e0 chacun d’avoir des id\u00e9es sur les fa\u00e7ons de s’am\u00e9liorer, favorise une plus grande coh\u00e9sion et \u00e9vite les m\u00e9disances dans le dos.<\/span><\/p>\n c. Donne l\u2019exemple et prends part aux tests psychom\u00e9triques \u00e0 360 degr\u00e9s.<\/span><\/p>\n In organizations and elsewhere, feedback is at the heart of our interactions on which we build our relationships, and by extension our lives.<\/p>\n The purpose of feedback is to express feedback to the other person on their actions\/words \u2013 and I would add \u2013 to HOPE to obtain a modification or reinforcement of said actions\/words. – et j\u2019ajouterai \u2013<\/strong> ESP\u00c9RER <\/strong>This hoped-for change is not our responsibility. Our responsibility is to be faithful and honest with ourselves and our value system. It is also to hold the mirror up to the other person, as best we can; without forgetting that this mirror is relative to our individual perceptions and values, which may be very different from the perceptions and values \u200b\u200bof the other person. What the other person does with our feedback is their responsibility.<\/p>\n Nous sommes en mode r\u00e9troaction face \u00e0 nous-m\u00eames, en continu. Parfois justes et \u00e9clair\u00e9es, parfois inconscientes et agressives, ces feedbacks qu\u2019on s\u2019auto-adresse nous transforment, et sont parfois tr\u00e8s dommageables. Face \u00e0 mon miroir\u00a0: \u00ab\u00a0je suis incomp\u00e9tente, grosse, b\u00eate, invincible, trop cool, la plus belle, etc.\u00a0\u00bb, je verse dans l\u2019autoflagellation ou le self-worship. L\u2019honn\u00eatet\u00e9 et la bienveillance, pour pouvoir les offrir \u00e0 l\u2019autre, je dois apprendre \u00e0 les offrir \u00e0 moi-m\u00eame.<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/figure>\n <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t L\u2019objectif d\u2019une r\u00e9troaction est d\u2019exprimer un retour \u00e0 son interlocuteur sur ses actions\/paroles \u2013 et j\u2019ajouterai \u2013 ESP\u00c9RER obtenir une modification ou un renforcement desdites actions\/paroles. Ce changement esp\u00e9r\u00e9 n\u2019est pas notre responsabilit\u00e9. Notre responsabilit\u00e9 est d\u2019\u00eatre fid\u00e8le et int\u00e8gre envers nous-m\u00eames et notre syst\u00e8me de valeurs. C\u2019est aussi de tenir le miroir face \u00e0 l\u2019autre, du mieux qu\u2019on peut; sans oublier que ce miroir est relatif \u00e0 nos perceptions et valeurs individuelles, qui peuvent \u00eatre tr\u00e8s diff\u00e9rentes des perceptions et valeurs de l\u2019autre. Ce que l\u2019autre fait de notre feedback lui appartient, c\u2019est sa responsabilit\u00e9.<\/p>","protected":false},"author":4,"featured_media":9269,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[15],"tags":[53],"class_list":["post-9267","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ressources","tag-article"],"acf":[],"jetpack_featured_media_url":"https:\/\/leaderzone.ca\/wp-content\/uploads\/2024\/05\/elaine-casap-qgHGDbbSNm8-unsplash-scaled.jpg","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/posts\/9267","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/comments?post=9267"}],"version-history":[{"count":24,"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/posts\/9267\/revisions"}],"predecessor-version":[{"id":9293,"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/posts\/9267\/revisions\/9293"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/media\/9269"}],"wp:attachment":[{"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/media?parent=9267"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/categories?post=9267"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/leaderzone.ca\/en\/wp-json\/wp\/v2\/tags?post=9267"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n\n
\n By Janine Karam<\/strong><\/td>\n<\/tr>\n \n \n POURQUOI JE T\u2019EN PARLE <\/strong><\/h4>\n
NEUROSCIENCES DE LA R\u00c9TROACTION\u00a0: COMMENT ELLE AFFECTE LE CERVEAU<\/strong><\/h4>\n
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SUR LE PLAN HUMAIN, \u00c0 QUOI SERT-ELLE AU JUSTE?<\/strong><\/h4>\n
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AU C\u0152UR DES PRATIQUES DU LEADERSHIP<\/strong><\/h4>\n
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POUR R\u00c9USSIR TA R\u00c9TROACTION<\/strong><\/h4>\n
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UNE DERNI\u00c8RE R\u00c9FLEXION<\/strong><\/h4>\n