A key to continuous improvement is an open sharing of information.  There are a number of contexts for providing input, spanning from the very formal to the informal (and all stops inbetween).

Within an organizational framework, whether personal (e.g. a family heirarchy) or business with defined roles (e.g. boss, subordinate, colleague) the way input is provided often depends on how it is recieved.

In situations where a boss is observed to regularly shoot the messenger (even if they don’t see it themselves) the information flow dries up.

I am surprised how often I have sat through group meetings and the leader asked for feedback, just to be met with silence.

Facilitators

Years ago it became very popular in Corporate and other public organizations to call the leader of a meeting or training session a facilitator.

This derives from a recognition that a key sucess factor in working sessions is open exchange of information.  Consider sessions focused on increasing knowledge (training), arriving at solutions to issues or working out ways to improve processes or practices ,  The facilitator is a key catlyst to achievement of the desired outcomes.

Facilitators are charged not with judging or forcing decisions but rather guiding participants to a result.  They are accountable to ensure it’s clear that all participation, all input is important and valued.

The underlying key to good facilitation is receptivity without judgement.

All input is valued

Whether in a formally facilitated session, a routine team meeting or even just a family huddle, successfully gathering input from others requires 100% application of open reception.  Value everything, even if your initial reaction is “oh god” what are they thinking?

This is the only way to ensure others ideas keep flowing.