The Shared Problem Framework
Collaborative problem-solving
The Shared Problem Framework involves acknowledging that feedback and performance management are shared problems that require collaboration and mutual understanding. By recognizing the imperfections of systems and the importance of human relationships, individuals and organizations can work together to create more effective feedback and learning processes.
- Feedback is a shared problem that requires collaboration and mutual understanding.
- Systems are imperfect, and human relationships are critical to effective feedback and learning.
- Sharing the problem can generate new ideas and shift roles from oppressor-victim to mutual problem-solvers.
- Acknowledge the Shared ProblemRecognize that feedback and performance management are shared problems that require collaboration and mutual understanding.Pro tipInvolve employees at all levels in the design and implementation of feedback systems.WarningAvoid blaming or scapegoating individuals or teams for problems with feedback and performance management.
- Separate Appreciation, Coaching, and EvaluationRecognize that appreciation, coaching, and evaluation require different qualities and settings to be effective.Pro tipUse separate systems or processes for appreciation, coaching, and evaluation to avoid confusion and mixed messages.WarningAvoid mixing coaching with evaluation, as this can create trust issues and undermine the coaching process.
- Invite Participation and FeedbackInvite employees to participate in the design and implementation of feedback systems and to provide ongoing feedback and suggestions.Pro tipUse formal and informal channels to solicit feedback and ideas from employees.WarningAvoid dismissing or ignoring employee feedback and suggestions, as this can create mistrust and undermine the feedback process.
Ismail, a manager, called an all-hands meeting to discuss the challenges of feedback and performance management. He acknowledged the shared problem and invited employees to participate in the design and implementation of feedback systems.
Jane, an HR leader, implemented a new performance management system that separated appreciation, coaching, and evaluation. She also invited employees to participate in the design and implementation of the system.
The framework is based on the idea that feedback is a relationship-based, judgment-laced process that cannot be reduced to simple metrics or systems. By sharing the problem and working together, individuals and organizations can create more effective feedback and learning processes.