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Partial Episode Transcript

And one of the critical things about feedback is we need to be careful, um, how we ourselves are giving feedback because both the organisation and we have a vulnerability, because if we are unconscious in our feedback and we. Indicate something related to the protected categories of identity within Irish, UK, and European law.

And we do it with the best intention of getting ourselves in trouble. So we need to think about what to give feedback on and when it comes to feedback. So we need to give feedback on behaviour, not identity. So we need to talk about what they're. that we need to be changed, that we need them to change

We need to talk about the effect it's gonna have on us, how we feel about it, what our preference would be, and why that would work. So, for instance, I might say, when you shout at me, it makes it hard for me to listen and I feel overwhelmed. I'd like you to speak on camera so I can hear what you're saying.

So that's that. Me running through it, but if I wasn't doing the behaviour, I might say you always shout. It's very annoying. You are aggressive. I'm fed up with that. which isn't an effective way to give feedback because there are a couple of things. One is we aren't naming the behaviour. So we said they are the other because we aren't talking about the effect and how we feel.

And the other reason it's not practical is we aren't telling them the replacement behaviour we want and why that would work better. Now, here is where to get entangled with legislation if I'm giving feedback to someone and I'm unconscious of my bias. Loads of us have bias.

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