Thanks for the answer. I think I got it more and I find the reasoning convincing, but in the end it seems to be then quite dependent on the context.
I find what you said optimal in not-so-ideal psychological safety environment, but with teams high in psychological safety it’s not really about things you listed, like
Unfair-feeling criticism
but rather truth-seeking approach to make sure we are really elevating the person. For this two-sided communication performs better.
Anecdotally, from my perspective in public feedback rounds it’s not so much defense, but more like “I think you are onto something, but consider this… ”. Which seems to me a bit more productive and optimal for the person than just listening. Then the two models can inform each other. For an extreme outcome example on one of such rounds in a team—one person criticized public speaking skills of one person and said the person should speak more. But after discussion we all agreed that it was not a good strength to invest in for that person and their comparative advantage lies elsewhere, so in the end it’s not a good feedback. So the giver was missing some crucial considerations that indeed changed that person’s feedback. I found it way more productive than I would find a one-sided communication. I also think if it’s done with compassion and intent to help each other then it shouldn’t break the atmosphere.
But after your and Amy’s answers, I get now that it’s a bit different environment that Doom Circle aims to create. It seems to me that Doom Circle requires less vulnerability thanks to these rules which makes sense, especially for less psychologically safe teams. So this seems good for people that know each other less.
Thanks for the answer. I think I got it more and I find the reasoning convincing, but in the end it seems to be then quite dependent on the context.
I find what you said optimal in not-so-ideal psychological safety environment, but with teams high in psychological safety it’s not really about things you listed, like
but rather truth-seeking approach to make sure we are really elevating the person. For this two-sided communication performs better.
Anecdotally, from my perspective in public feedback rounds it’s not so much defense, but more like “I think you are onto something, but consider this… ”. Which seems to me a bit more productive and optimal for the person than just listening. Then the two models can inform each other. For an extreme outcome example on one of such rounds in a team—one person criticized public speaking skills of one person and said the person should speak more. But after discussion we all agreed that it was not a good strength to invest in for that person and their comparative advantage lies elsewhere, so in the end it’s not a good feedback. So the giver was missing some crucial considerations that indeed changed that person’s feedback. I found it way more productive than I would find a one-sided communication. I also think if it’s done with compassion and intent to help each other then it shouldn’t break the atmosphere.
But after your and Amy’s answers, I get now that it’s a bit different environment that Doom Circle aims to create. It seems to me that Doom Circle requires less vulnerability thanks to these rules which makes sense, especially for less psychologically safe teams. So this seems good for people that know each other less.