The secret to giving great feedback | The Way We Work, a TED series

Transcriber: TED Translators admin

Prevodilac: Ivana Korom Lektor: Aleksandar Korom

If you look at a carpenter, they have a toolbox;

Ako pogledate stolara, on ima kutiju sa alatima;

a dentist, they have their drills.

zubari imaju svoje bušilice.

In our era and the type of work most of us are doing,

U naše vreme sa vrstama poslova koje većina nas radi,

the tool we most need is actually centered

alat koji nam je najpotrebniji zapravo je fokusiran

around being able to give and receive feedback well.

oko davanja i primanja povratne informacije na dobar način.

[The Way We Work]

[Način na koji radimo]

Humans have been talking about feedback for centuries.

Ljudi vekovima pričaju o povratnim informacijama.

In fact, Confucius, way back in 500 BC,

Zapravo, još 500. godine p.n.e.

talked about how important it is to be able to say difficult messages well.

Konfučije je govorio o tome kako je važno dobro saopštiti teške poruke.

But to be honest, we're still pretty bad at it.

Ali iskreno, još uvek smo prilično loši u tome.

In fact, a recent Gallup survey found

Zapravo, nedavno Galupovo istraživanje je pokazalo

that only 26 percent of employees strongly agree

da se samo 26 procenata zaposlenih slaže

that the feedback they get actually improves their work.

da povratna informacija koju dobijaju zaista poboljšava njihov posao.

Those numbers are pretty dismal.

Ti brojevi su prilično sumorni.

So what's going on?

Šta se događa?

The way that most people give their feedback

Način na koji većina ljudi upućuje povratne informacije

actually isn't brain-friendly.

zapravo nije prijatan za mozak.

People fall into one of two camps.

Ljudi pripadaju jednom od dva tabora.

Either they're of the camp that is very indirect and soft

Ili su u taboru koji je veoma indirektan i blag

and the brain doesn't even recognize that feedback is being given

i mozak čak ni ne prepoznaje da je data povratna informacija

or it's just simply confused,

ili je jednostavno zbunjen,

or they fall into the other camp of being too direct,

ili pripadaju drugom taboru koji je previše direktan

and with that, it tips the other person into the land of being defensive.

i na taj način tera drugu osobu da se stalno brani.

There's this part of the brain called the amygdala,

Postoji deo mozga po imenu amigdala

and it's scanning at all times to figure out

koji svo vreme skenira da bi shvatio

whether the message has a social threat attached to it.

da li poruka nosi i socijalnu pretnju.

With that, we'll move forward to defensiveness,

Krećemo napred u odbranu,

we'll move backwards in retreat,

krećemo nazad u povlačenje,

and what happens is the feedback giver then starts to disregulate as well.

a osoba koja daje povratnu informaciju takođe ispada iz koloseka.

They add more ums and ahs and justifications,

Govori više poštapalica "ovaj", "hm", i opravdanja,

and the whole thing gets wonky really fast.

i sve brzo postaje klimavo.

It doesn't have to be this way.

Ne mora da bude ovako.

I and my team have spent many years going into different companies

Moj tim i ja smo proveli mnogo godina idući u razne kompanije

and asking who here is a great feedback giver.

i tražeći osobu koja najbolje daje povratne informacije.

Anybody who's named again and again,

Svakoga čije ime se ponavlja

we actually bring into our labs to see what they're doing differently.

mi pozivamo u našu laboratoriju da vidimo šta oni drugačije rade.

And what we find is that there's a four-part formula

I našli smo da postoji formula od četiri dela

that you can use to say any difficult message well.

uz pomoć koje bilo koju tešku poruku možete dobro da kažete.

OK, are you ready for it? Here we go.

OK, da li ste spremni? Idemo.

The first part of the formula is what we call the micro-yes.

Prvi deo formule zovemo mikro-da.

Great feedback givers begin their feedback

Odlični kritičari počinju svoju kritiku

by asking a question that is short but important.

postavljanjem pitanja koje je kratko, ali važno.

It lets the brain know that feedback is actually coming.

To daje mozgu do znanja da stiže informacija.

It would be something, for example, like,

Na primer, to je nešto ovako:

"Do you have five minutes to talk about how that last conversation went"

"Da li imaš pet minuta da pričamo o tome kako je prošao poslednji razgovor?"

or "I have some ideas for how we can improve things.

ili: "Imam neke ideje kako možemo poboljšati stvari.

Can I share them with you?"

Mogu li da ti ih izložim?"

This micro-yes question does two things for you.

Ovo mikro-da pitanje vam čini dve stvari.

First of all, it's going to be a pacing tool.

Prvo, to je alat pripreme.

It lets the other person know that feedback is about to be given.

Daje drugoj osobi do znanja da sledi povratna informacija.

And the second thing it does is it creates a moment of buy-in.

A drugo, stvara trenutak uključenja.

I can say yes or no to that yes or no question.

Na to "da ili ne" pitanje mogu da kažem "da" ili "ne".

And with that, I get a feeling of autonomy.

Na taj način imam osećaj nezavisnosti.

The second part of the feedback formula is going to be giving your data point.

Drugi deo formule je davanje podataka.

Here, you should name specifically what you saw or heard,

Ovde bi trebalo da precizirate šta ste videli ili čuli,

and cut out any words that aren't objective.

i izbacite sve reči koje nisu objektivne.

There's a concept we call blur words.

Postoje reči koje zovemo "zamagljenim rečima".

A blur word is something that can mean different things to different people.

One mogu različitim ljudima da znače različite stvari.

Zamagljujuće reči nisu određene.

Blur words are not specific.

So for example, if I say "You shouldn't be so defensive"

Na primer, ako kažem: "Ne budi toliko defanzivan"

or "You could be more proactive."

ili "Mogao bi da budeš proaktivniji".

What we see great feedback givers doing differently

Ono što dobri kritičari rade drugačije

is they'll convert their blur words into actual data points.

je da prevedu zamagljujuće reči u konkretne informacije.

So for example, instead of saying,

Na primer, umesto da kažu:

"You aren't reliable,"

"Nisi pouzdan",

we would say, "You said you'd get that email to me by 11,

rekli bismo: "Rekao si da ćeš mi poslati imejl do 11,

and I still don't have it yet."

i još uvek ga nisam dobila."

Specificity is also important when it comes to positive feedback,

Određenost je takođe važna kada se radi o komplimentu,

and the reason for that is that we want to be able to specify exactly

i to zato što želimo da tačno kažemo

what we want the other person to increase or diminish.

šta želimo da druga osoba pojača ili smanji.

And if we stick with blur words,

Ako se držimo zamagljujućih reči,

they actually won't have any clue particularly

osoba neće imati ideju

what to do going forward to keep repeating that behavior.

šta da ubuduće radi da bi ponavljala to ponašanje.

The third part of the feedback formula is the impact statement.

Treći deo formule za upućivanje kritike je konkretna izjava.

Here, you name exactly how that data point impacted you.

Ovde tačno navedite kako je ta informacija uticala na vas.

So, for example, I might say, "Because I didn't get the message,

Na primer, mogu da kažem: "Zbog toga što nisam dobila poruku

I was blocked on my work and couldn't move forward"

nisam mogla da nastavim da radim"

or "I really liked how you added those stories,

ili "Stvarno mi se dopalo kako si dodala te priče,

because it helped me grasp the concepts faster."

jer mi je pomoglo da brže shvatim ideju."

It gives you a sense of purpose

To vam daje odećaj svrhe

and meaning and logic between the points,

i značaja i logike između dve tačke,

which is something the brain really craves.

što je nešto za čim mozak žudi.

The fourth part of the feedback formula is a question.

Četvrti deo formule je pitanje.

Great feedback givers wrap their feedback message with a question.

Odlični kritičari umotavaju svoju poruku u pitanje.

They'll ask something like,

Pitaće na primer:

"Well, how do you see it?"

"Pa, kako ti to vidiš?"

Or "This is what I'm thinking we should do,

Ili "Mislim da bi trebalo ovo da uradimo,

but what are your thoughts on it?"

ali šta ti misliš o tome?"

What it does is it creates commitment rather than just compliance.

To stvara obavezu umesto poslušnosti.

It makes the conversation no longer be a monologue,

Razgovor više nije monolog

but rather becomes a joint problem-solving situation.

nego postaje zajednička situacija rešavanja problema.

But there's one last thing.

Ima još jedna stvar.

Great feedback givers not only can say messages well,

Odlični kritičari ne samo da dobro prenose poruku,

but also, they ask for feedback regularly.

nego i redovno traže povratnu informaciju.

In fact, our research on perceived leadership

Zapravo, naše istraživanje liderstva

shows that you shouldn't wait for feedback to be given to you --

pokazuje da ne bi trebalo da čekate da vam se uputi kritika -

what we call push feedback --

ono što zovemo pasivnom kritikom -

but rather, you should actively ask for feedback,

nego bi radije trebalo aktivno da tražite kritike,

what we call pulling feedback.

ono što zovemo aktivnom kritikom.

Pulling feedback establishes you as a continual learner

Aktivno traženje kritike govori da želite da učite

and puts the power in your hands.

i stavlja moć u vaše ruke.

The most challenging situations

Najizazovnije situacije

are actually the ones that call for the most skillful feedback.

su zapravo one koje traže najbolje date povratne informacije.

But it doesn't have to be hard.

Ali to ne mora da bude teško.

Now that you know this four-part formula,

Sada kada znate ovu formulu od četiri koraka,

you can mix and match it to make it work for any difficult conversation.

možete je kombinovati da posluži za svaki težak razgovor.