How can 'What's Working' and 'What's Not Working' feedback uncover 'We're Fine' blind spots in team performance?

Question

Tyler Smith · Accepted Answer

The 'We're Fine' syndrome often thrives in environments where blind spots go unaddressed. These blind spots are collective areas where the team, or individual members, are unaware of underlying issues, inefficiencies, or unspoken frustrations. Leveraging the 'What's Working' and 'What's Not Working' framework is a targeted approach to illuminate these hidden problems.

Begin by facilitating a session where team members individually, then collectively, share their honest observations. The power lies in the specificity and the distinction between the two categories. 'What's Working' acknowledges successes and strengths, building a foundation of psychological safety. This prevents the discussion from feeling like an attack. Then, 'What's Not Working' explicitly invites the surfacing of concerns without assigning blame. For example, a team might consistently deliver projects on time (What's Working), but deeper inquiry using 'What's Not Working' might reveal that this is achieved through unsustainable crunch periods, causing burnout and high turnover. This specific 'What's Not Working' item points directly to a blind spot.

The objective is to gather feedback from participants about 'Where's your head?' and 'How are you feeling?', creating a safe space for identifying and discussing challenges without fear of judgment. This collective sharing, when facilitated correctly, often reveals patterns or shared frustrations that individuals might have perceived as isolated incidents, or simply ignored. By documenting and discussing these points openly, the team can convert previously unconscious issues into actionable insights, dismantling the 'We're Fine' illusion and addressing the actual root causes of inefficiencies or discontent.