Ist ja ein wilder Ritt hier von non-verbaler Kommunikation über Gruppenprozesse bis hin zum Change Management. Glaube aber nicht, dass das für Celdorad sonderlich hiflreich ist, weil diese ganzen Konzepte sehr abstrakt sind. Lewin beispielsweise dient zumeist als Hintergrund für OE-Maßnahmen, kommt aber im eigentlichen Veränderungsprozess so gut wie nie explizit vor.
@ Celdorad:
An Deiner Stelle würde ich Deine Spieler fragen, ob Ihr eine kurze Feedback-Runde nach jeder Sitzung abhalten könnt, in der die Spieler ihre Eindrücke schildern, Positives hervorheben und Verbesserungsvorschläge einbringen. An dieser Stelle kannst Du dann Deine Wahrnehmungen schildern und prüfen, ob sie vom jeweiligen Spieler geteilt werden. Falls Du das umzusetzen gedenkst, hier schnell einige "Regeln", die üblicherweise solche Feedbackrunden ein wenig strukturierter und fruchtbarer ablaufen lassen (ein schnelles Copy&Paste, auf Wunsch suche ich noch was Deutsches):
1. Always get the other person to self-assess first.
In other words, before you gush your words of wisdom on a given situation, find out what the other person is thinking. “How do you think that went?” or some appropriate variation is good. As the coach, you’ll gain valuable insight into the other person’s judgment and knowledge. It also allows you to find common ground to expand upon. Of even more value, however, is that it forces some personal introspection and analysis by the other party.
2. Give feedback in ‘I-messages’.
“I think that….”. Avoid the use of descriptions in which you start with “You...”, such remarks can easily be perceived as accusing or judgmental which makes the feedback loose its purpose.
3. Give balanced feedback, starting with the positive.
To be effective, feedback must be balanced. If you lead with or focus only on the negative, the likely reaction will be defensiveness. If the other person is defensive, he will shut down, tune out or rationalize your feedback as “not relevant.” On the other hand, when you start with positive feedback, you get a more open response to the negative feedback later on. The other person now doesn’t assume that “you’re out to get them.” Instead, he views you as being balanced and fair in your assessment.
4. Be specific with your feedback.
Documentation with concrete examples is beneficial here. In other words, don’t tell someone that they have a bad attitude and stop there. If you do, you’re likely to get into a pissing match over who’s right and who’s wrong. No one wins in that kind of scenario. Instead, focus on the specific behaviors, actions, words or body language which supports your point. In addition, be very detailed by describing when, where and how these behaviors have manifested themselves.
