Improving Training With Continuous Feedback

My AI lesson of the week: The tech isn't the hard part…it's the people! During my prior work at the Institute for Healthcare Improvement (IHI), we talked a lot about how any technology, whether a new drug or a new vaccine or a new information tool, would face challenges with how to integrate into the complex human systems that alway at play in healthcare. As I get deeper and deeper into AI, I am not surprised to see that those same challenges exist with this cadre of technology as well. It’s not the tech that limits us; the real complexity lies in driving adoption across diverse teams, workflows, and mindsets. And it’s not just implementation alone that will get to real ROI from AI—it’s the changes that will occur to our workflows that will generate the value. That’s why we are thinking differently about how to approach change management. We’re approaching the workflow integration with the same discipline and structure as any core system build. Our framework is designed to reduce friction, build momentum, and align people with outcomes from day one. Here’s the 5-point plan for how we're making that happen with health systems today: 🔹 AI Champion Program: We designate and train department-level champions who lead adoption efforts within their teams. These individuals become trusted internal experts, reducing dependency on central support and accelerating change. 🔹 An AI Academy: We produce concise, role-specific, training modules to deliver just-in-time knowledge to help all users get the most out of the gen AI tools that their systems are provisioning. 5-10 min modules ensures relevance and reduces training fatigue.  🔹 Staged Rollout: We don’t go live everywhere at once. Instead, we're beginning with an initial few locations/teams, refine based on feedback, and expand with proof points in hand. This staged approach minimizes risk and maximizes learning. 🔹 Feedback Loops: Change is not a one-way push. Host regular forums to capture insights from frontline users, close gaps, and refine processes continuously. Listening and modifying is part of the deployment strategy. 🔹 Visible Metrics: Transparent team or dept-based dashboards track progress and highlight wins. When staff can see measurable improvement—and their role in driving it—engagement improves dramatically. This isn’t workflow mapping. This is operational transformation—designed for scale, grounded in human behavior, and built to last. Technology will continue to evolve. But real leverage comes from aligning your people behind the change. We think that’s where competitive advantage is created—and sustained. #ExecutiveLeadership #ChangeManagement #DigitalTransformation #StrategyExecution #HealthTech #OperationalExcellence #ScalableChange

How does feedback affect performance? There is a solid body of research to show that feedback can be among the most powerful influences on performance (see references in the attachment and link in the comments). However, it is also apparent that feedback is not always a gift, and it can often harm performance. An evidence-based approach can help establish a feedback culture that effectively drives performance. Below you can find recommendations adapted from CIPD’s evidence review and my consulting practice: 1- Remember that feedback is not always useful. Instead of encouraging managers to give as much feedback as possible, emphasize quality feedback. Prompt managers to invest time in better preparing and delivering feedback. 2- Train managers to recognize and work with reactions to feedback. Managers can ask how the person feels about the feedback, and whether it is actionable or fair. 3- Consider assessing employees’ reactions to feedback more systematically. For example, ask short questions to quickly survey employees after a feedback meeting to evaluate how useful the feedback was for them and how positive/negative they feel following the feedback. This can inform further line management conversations or target training to develop managers’ capability in feedback. 4- Managers and colleagues giving feedback should be encouraged and trained to do the following: • Deliver specific feedback. Provide them with a guide on what specific, detailed, and elaborated feedback means, including what points they should cover. • Before giving feedback, assess what type of tasks the feedback will cover. For most tasks, and especially creative ones, avoid giving negative feedback where possible and focus on positive episodes and on how to recreate them in the future. For precision, risk, and prevention tasks, negative feedback is more appropriate. • Ensure feedback is fair and seen to be fair.  Explain to employees how the information was gathered, highlighting why it is consistent, accurate, and unbiased. • Encourage managers to ask people what feedback they would find most helpful, both to involve them in the process and help make it specific in relevant ways. • Don’t push for very frequent or immediate feedback across the board. Encourage teams and managers to find the frequency and timing that works for them –monthly might be better than weekly, and immediate feedback might not always be the most helpful. • Managers should involve employees in a two-way conversation, rather than making feedback one-way, top-down communication. • Provide training on how to minimise biases and accurately use observations to inform feedback. 5- Ensure feedback enables behavioral change that is both strategic and impactful. You can find more recommendations and references in the doc attached. What best practices would you add to enable a feedback culture? ♻️ Repost to spread value. 🔔 or follow to read similar content.

Feedback is a loop, but we often keep it open-ended. Closing the loop is more than a simple "thank you for giving me the feedback." That's merely a dead end. Feedback isn't an event, it should be an ongoing partnership for growth. How do you make that happen? By applying feedback and following up with this three step process: Step 1: Change the way you ask for feedback. Instead of simply asking "what feedback do you have," get more specific in what you're asking for up front, so you can focus the other person's attention to what you need (e.g. I'd really like your feedback on the overall flow of that presentation and what made it easy or difficult to absorb). Then look for the one thing you can take and apply. This approach makes it easier to get valuable, actionable feedback, even if there are elements you disagree with. Step 2: Proactively set a date to action on the feedback and even follow up. When can you implement a first step? How will you re-connect to provide an update? Discuss that plan with the other person. Step 3: When that date hits, share the following: "Because of your feedback, I did x, and this is what I've observed as a result. What have you noticed?" We leave conversations unfinished and open-ended every single day, like strands of string dangling everywhere. It's time to start creating loops - professionally and personally. #ignitedbyjordana #feedback #leadership #communication #closetheloop