Feedback is how we get better. It's how we find out what we couldn't see ourselves. But there are many reasons why it's more challenging to gather than we might hope.

You might have a design prototype, a book or article draft, a new practice you want your team to adopt, or a project you've been working on. Feedback will make it better, but it's easy to feel anxious.

You might want to avoid having to talk to people. Maybe you're worried about what others think—perhaps they won't like it. Maybe you'll have to start over. Maybe you'll hear what you know deep down. Maybe you might see that others could do it better than you, that it shouldn't be you that's doing it. Maybe you'll find out that you're a failure.

If we care about achieving the best outcome, we can dispel most of these fears with a few moments of reflection—of course, I'm not a failure for trying!—but it doesn't mean they feel any less real at the time. As is often the case, action can be the solution, and gathering feedback is, in my experience, usually energising and confidence-building—now you can see what will make your project fly.

Jane Austen was known to read her novels aloud to her family for both evening entertainment (pre-Netflix) and to help revise and hone her writing.

Remember, the first draft is always perfect.

Don't take things personally or yourself too seriously.

Don't get attached to one option—attach yourself instead to a great outcome.

To avoid sunk costs clouding your judgment, seek feedback before you're too invested.

Share multiple options when you can. It makes it easier for others to give comparative feedback and reduces the chances of taking it personally.

Remember how valuable good feedback has been in the past.

Consider who to gather feedback from. Sometimes complete strangers can help (who cares if they don't like it?), and other times a friendly face can ease you into it.

Remember the spectrum policy to focus on the good in an idea.

Feedback fear

The magic of a first draft is that the first draft is always perfect. It doesn't matter if it's rubbish, if it's messy, if it doesn't flow, if it lacks personality, or if it won't work. The job of a first draft is to be a draft and get the process started. So however it turns out, the first draft has done its job perfectly.

In the illustrated art collection by Dr Seuss you can see some of the first drafts and iterations of text and images that go to refine the seemingly effortless rhythm, rhyme and combination of text and images from his wacky illustrations.

Donald Schön, in his classic The Reflective Practitioner, goes further by sharing his analysis of design as a reflective conversation – observing each mark sketched on paper informs the next you make. You don't know how it will turn out until you put pen to paper. Seeing what comes out allows you to adapt and modify as you go in a back-and-forth of discovery and evaluation.

Don't worry about your first draft — it'll be perfect.

I read this for the first time in an article by Casey Fowler that's no longer live. Most likely, it originates from the novelist Jane Smiley:

"Every first draft is perfect because all the first draft has to do is exist. It's perfect in its existence. The only way it could be imperfect would be to NOT exist."

The first draft is always perfect

One of my favourite books is a rather dog-eared 1970 edition of The Practice of Creativity by George Prince. The book gives wonderful examples and tools for having successful creative discussions in meetings. So much, George lays out, hinges on genuine listening to understand others points of view, and creating a space which protects the egos of people in the meeting, creating an atmosphere of psychological safety. One really simple tool and reframe he offers is the spectrum policy.

The spectrum policy acknowledges that few ideas will come out fully-formed and solve a problem perfectly in one go. Often our first reaction on hearing something is to evaluate it. When we hear an idea we can't help but see the negative aspects of an idea — the things that obviously won't work — and because of these negative aspects we may dismiss the whole idea. The idea is good, or it is bad. As well as the group losing out on what may have been the genesis of a solution, the originator can often feel snubbed and retire from full participation in the rest of the meeting.

With the spectrum policy we recognise that, "because you are never dealing with fools", all ideas put forward, even if we see obvious flaws, will have some good points as well as the bad. Before pointing out the flaws we make a point of finding the good in an idea and acknowledging it. This keeps elements of the idea available to build on for others and the egos of all participants intact and fully engaged in solving the problem.

The spectrum policy

I’ve always been somewhat guarded about sharing, preferring to stick with close friends and family. This frame shift, provided for me by JP Rangaswami, was part of the reason for putting Sketchplanations up here. And it’s spot on. How could I possibly know who may find which sketchplanation interesting?

Share by Default

I know about Third Places thanks to Bowling Alone by Robert Putnam, and Mr Schultz was serious about it when starting Starbucks. Believe the original concept is from Ray Oldenburg.

The Third Place

4 Insights from Unconditional Parenting by Alfie Kohn.

Punishments and rewards are 2 sides of the same coin — and both are unproductive.

Love is not a scarce commodity that must be rationed.

Childhood is not a race

Think of a deposit as a creativity tax and get stuck in. Thanks to Bryan Kennedy.

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Category: reframe