Here's how you can effectively receive constructive feedback in process design.

To get constructive feedback in process design, one must first be open to it. This may sound easy enough, but in fact, the mindset of openness can be quite difficult for many people to achieve. The reason is that any feedback that points out what we have done wrong is bound to throw us somewhat off our game because it's human nature to associate with the appearance of goodness or wisdom and not with errors or stupid things that we've done. We like to think of ourselves as intelligent and capable of doing good work.

One improtant aspect of Process Design is that "No Man is an Island" applies. This is to say that having an Open-Mind is the key as anyone is prone to make mistake. Also, it is through constructive feedback that we get better in Process Design.

Data is the best source of feedback we can have in processes, some indicators that can tell us if we are on the right track: resource utilization rate, customer satisfaction, process time, etc.

Establishing a workflow to review every step in Process Design and deliverables is also extremely important. A form of questionnaire or surveys. This is I addition to outlining a request for feedback on every step of Process Design.

In process design, it's important to solicit constructive feedback. When you ask for such feedback, be mindful of how you phrase your request and what kind of input you're looking for. While it's too general to ask someone to tell you what they think (even though that's why we usually give feedback), the efficient, clear, and focused communication of potential risks makes a big difference between a good process and a bad one.

When seeking out for constructive feedback. It is best to do it in a highly systematic manner. This ensures that the feedbacks are properly documented and implemented accordingly.

Receiving constructive criticism in process design takes proper timing. It's best to ask for it either after you've completed a first draft or a major milestone. The team members you ask to review your work shouldn't be looking at it while they're under enormous time pressure or dealing with an urgent task of their own—otherwise, the quality of their feedback will suffer. Once you've ensured that high-level ideas have been reviewed and integrated, you can move on to the detail work. You should also allow sufficient time for gathering and acting on feedback so that the conversation is still fresh in everyone's mind and isn't rushed in any way.

When selecting individuals to provide feedback on your process design, look for those with the necessary experience and expertise. They should have a good grasp of relevant aspects and be able to offer valuable insights. It's also a good idea to ensure you're getting a variety of perspectives—those from people actually working in or near the process can typically give some excellent ideas for improvement, while stakeholders. External experts who can evaluate your design from multiple angles are also effective at finding problems (and solutions). Again, it takes different types of brains to see different types of issues and come up with differing solutions.

Could you make sure that weak links in your team are properly protected by a systematic mentorship program? This does not negate the fact that an opportunity will be given to the less experienced members of the team and should be criticised constructively and applauded accordingly. This will boost their confidence.

This feedback should be subjected to the workflow by having a direct reporting system along the hierarchy of seniority. The changes shall be approved by the highest authority and appending signature. The signature will ensure accountability and proper implementation.

When you receive feedback, take some time to think about what was said and come up with the necessary responses. Try to look at the experience from the other person's perspective and analyze their comments for common themes. You should use this analysis to prioritize parts of your process that are most in need of an update—both those mentioned in the feedback and those that are already known problems but didn't get brought up in the conversation. Consider how much work will be involved in addressing each issue, as well as which issues have a high impact on process goals if they're allowed to continue as is.

One of the things that I find useful when providing feedback on a new process or new ideas to improve a process is to try to build onto those ideas instead of criticising them - for example: Front office says: "The only way to improve the quality of the data would be to hire me a typographer to key in all the information needed" COO: "that's not cost-effective" Instead of "that's not cost-effective" try building on that idea: COO: "Could we have an AI assisting your meetings to automatically capture this information, and then you can review it with the client in real time?" Building onto others ideas promotes collaboration and in the end better solutions.