An Approach to Leverage Feedback to Improve Processes

When a family member of mine is boiling soup, they typically fill the pot up to about 70% capacity, turn the heat on high, put a lid over the pot, and then walk away. Since the lid is covering the pot, the bubbled gasses will be captured inside, until the soup starts to foam over and spill onto the stove. At which point, the family member will yell out an expletive, run back to the stove, remove the lid, lower the heat, and clean the stove. If this happened on one occasion, I would not say anything. However, since this was a recurring issue, it was clear to me that the individual was not processing introspective feedback, so I asked the individual why they boil the soup in this way. They mentioned that the soup will boil faster at high heat and a closed lid. As someone who is keen on finding better approaches, I followed up with, would there be a way to boil the soup fast, but keep the soup from boiling over? 

Last week, we discussed four areas to actively seek out feedback. In the soup example, seeking out feedback translates to recognizing that the soup overflowed. After we have collected the feedback, we need to make adjustments from the feedback to optimize our future performance. In the soup example, this means thinking about process changes to prevent the soup from overflowing next time. To simplify the overarching concept, based on this new knowledge from the feedback we have collected, what are we going to do differently next time? Our processes encapsulate our methodologies or our approaches to solve a problem. This ranges from the way we deal with cooking spills to the way we deal with further optimizing our marketing strategy. To improve our processes from feedback, we need to 1) connect inputs to outputs and 2) categorize the trends. 

Connect Inputs to Outputs

Some people show up to an archery range shooting one shot after another, without paying attention to the results from the previous shots. If we see that the arrow has hit left of the bull's eye, when our reference point was on the bull's eye, that means we need to adjust our reference point accordingly. Similarly, when we are implementing business strategies, we need to understand how our inputs effect the overall output. The feedback that we receive is normally the outputs of our efforts. To make process improvements from the feedback, we need to be able to understand how the output is connected to our input efforts. In order to do so properly, we need to track our inputs on our work. 

In our soup boiling example, connecting inputs to outputs translates to how the input parameters: lid placement, pot capacity, heat intensity, and time under heat all contribute towards desired effects (i.e., increase in soup temperature) and undesired effects (i.e., soup boiling over).

Categorize Trends

Some people say every situation is different, and therefore do not implement feedback from past experiences, because they do not believe the previous feedback is applicable. These individuals are not looking hard enough for similarities across situations. Categorizing trends means finding the related elements that can be translated from one feedback area to another. We can categorize trends by first understanding the situational context, and then recognizing that a pattern exists, so we may need to find the most effective selling points to cater towards various age groups. 

In our soup boiling example, my family member would allow to soup boil over many times. Categorizing trends would mean recognizing the fact that this same problem has occurred for every soup that is cooked this way, whether it be Tom Yum, Sinigang, or Chicken Noodle.

Combining Connecting Inputs to Outputs & Categorizing Trends 

To illustrate categorizing trends and connecting inputs to outputs, let us refer to the diagram below. In the Diagram, we have made three attempts at hitting a target output. The direct feedback and unprocessed feedback is that all of our inputs have missed the target output so far. Some people may stop here and just move onto attempt 4 or give up completely. However, by categorizing trends, we would understand how changes in the input have resulted in a change in the output. Specifically, we can see that from attempt 1 to attempt 2, there was a vertical change in the output. And from attempt 2 to attempt 3, there was a horizontal change in the output. As we are testing our processes, we need to log what inputs were changed between each attempt. If we hit the target, great. But if we did not hit the target yet, we need to understand what control we have from changing the inputs, so that we understand what we will do differently next time.

Closing Remarks

After we actively sought out feedback across received comments, overheard comments, introspection, and external cues, we need to begin making adjustments to improve our processes. This adjustment process involves a combination of categorizing trends and connecting inputs to outputs, so that we can make our feedback more useful across a variety of circumstances. 

Today, we dove into feedback geared towards changing our processes to accomplishing a goal. Next week, we will discuss feedback geared towards our approaches to collaborating with other individuals. 

If you read this far, please comment below, what would you do to boil the soup quickly, while also making sure the pot does not overflow?