Hacked Off with Feedback?

This month saw hackers take down systems all over the word with the UK NHS being particularly badly hit. But this was not the first such issue in the NHS. Over the past year there have been a number of incidents of hospital computer systems being ‘hacked’ which has led to significant disruption, distress and cancelled appointments. While it is hard to understand the mentality of those perpetrating such acts, I have been more concerned by the culture that has created these vulnerabilities. While we can argue about the financial investment in such systems, it would appear that some NHS staff have tried to highlight potential weaknesses in systems and met with outright hostility. One doctor recounted how she had identified a potential vulnerability in the system she operated and been asked ‘why were you doing that? It is against policy to do that!” (Not sure the hackers have read or follow the ‘company policy’!).So rather than accepting, valuing and learning from the feedback, it was met with defensiveness, anger and blame. It is not hard to see how such responses lead to a culture of secrecy, disinterest and detachment. When staff take the time and trouble to go beyond their stated role to give important feedback, how we respond sets the culture and tone of communication. If we cannot accept and value feedback, how might we expect others to respond to feedback when we give it to them? As managers and leaders it is our job to model how to listen to and use feedback. Some we may evaluate as needing no action, but some is important information that can pay dividends. Feedback may well include things we do not want to hear, but unless we can see feedback as valuable information that takes courage to deliver, it will stay in the shadows and can create fatal flaws is the system.
 
What feedback could you access and from who?
How do you respond to feedback?
What can you do to encourage and support more feedback in your organisation?
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