1. Presentation
by
M.S.S.Varadan
Om Consultants (India) Pvt. Ltd.

2. ------------ SELF Solicits Feedback ---------->
Self-disclosure or gives feedback Things I know Things I don't know
Things ARENA BLIND SPOT
They
Know
Things FAÇADE UNKNOWN
They ( Hidden Area )
Don't
Know
C O N S
U N L O C K IN G
U L T A N T S
P EO P L E P O T E N T I A L
BIM session 5/6/06

3. The Autocrat
Soliciting Feedback
Asking
(Self Disclosure)
A
Blind
Telling
Spot
F U

4. The Interviewer
Telling Asking
Asking
A BS
Facade
U

5. The Open-Communicator
Asking
Asking
Telling
Arena BS
F U

6. The Funnel
Soliciting Feedback
Asking Asking
(Self Disclosure)
A BS
F Unknown
Telling

7. Principles of Giving Feedback
Be sure that your intention is to be helpful
If recipient has not asked for feedback, check to see whether
he / she is open to it
Deal only with behavior, not generalities
Describe behavior, don't evaluate it. Be descriptive not
interpretive.
Let recipient know the impact that behavior has on people
Use 'I' statements to accept responsibility for your own perceptions
and emotions
Check to make sure recipient has understood your intention
Encourage the recipient to check the feedback with other
people
C O N S
U N L O C K IN G
U L T A N T S
P EO P L E P O T E N T I A L
BIM session 5/6/06

8. Principles of Receiving Feedback
Specifically describe behavior about which you want
feedback. Start with a question rather than a statement.
Ask open ended questions first. Ask specific questions to
clarify details.
Try not to defend or rationalize behavior at issue
Summarize your understanding of the feedback that you
receive
Share your thoughts and feelings about the feedback
C O N S
U N L O C K IN G
U L T A N T S
P EO P L E P O T E N T I A L
BIM session 5/6/06

10. TEAM DECISION MAKING & PROBLEM SOLVING
Success in problem solving requires effort to be
directed towards overcoming surmountable obstacles
(Externalising)
Available facts should be used even when they are
inadequate (Pitfalls of Old Similarities)
The starting point of a problem is richest is solution
possibilities (Alternate routes availability)
Problem mindedness should be increased while solution
mindedness is delayed (Pre-determined Solution)
C O N S
U N L O C K IN G
U L T A N T S
P EO P L E P O T E N T I A L
BIM session 5/6/06

11. TEAM DECISION MAKING & PROBLEM SOLVING
Disagreements can lead either to hard feeling or to innovation depending
on the discussion leadership (Security of going along with the crowd)
"Idea Getting" process should be separated from "Idea Evaluation
Process", because the latter inhibits the former (Willingness to break
away from past experience)
Ready choice situations should be formed into problem situations (To
enable Search)
Problem situations should be turned into generated choice situations (For
alternatives)
Solutions suggested by the leader are improperly evaluated and tend
either to be accepted or rejected (Power Problem)
C O N S
U N L O C K IN G
U L T A N T S
P EO P L E P O T E N T I A L
BIM session 5/6/06