Topic N2

N2 8๐Ÿ—ฃ Conversation

29. Office - Discussing Feedback Culture

N2 Conversation Lesson 29 - Office - Discussing Feedback Culture

๐Ÿ’ฌDialogue

A

ๆœ€่ฟ‘ใฎ่ชฟๆŸปใซใ‚ˆใ‚‹ใจใ€่ทๅ ดใงใฎใƒ•ใ‚ฃใƒผใƒ‰ใƒใƒƒใ‚ฏใŒไธ่ถณใ—ใฆใ„ใ‚‹ใŸใ‚ใ€็คพๅ“กใฎใƒขใƒใƒ™ใƒผใ‚ทใƒงใƒณใŒไฝŽไธ‹ใ—ใฆใ„ใ‚‹ใใ†ใงใ™ใ€‚

According to a recent survey, it seems employees' motivation is declining due to a lack of feedback in the workplace.

ใชใ‚‹ใปใฉใ€‚็ขบใ‹ใซใ€ไธŠๅธใ‹ใ‚‰ใฎ่ฉ•ไพกใŒๆ›–ๆ˜งใชใพใพใ ใจใ€่‡ชๅˆ†ใŒใฉใ†ๆˆ้•ทใ™ในใใ‹ๆ–นๅ‘ๆ€งใ‚’่ฆ‹ๅคฑใ„ใŒใกใงใ™ใ‚ˆใญใ€‚

I see. Indeed, if the evaluation from the boss remains vague, we tend to lose sight of the direction of how we should grow.

B
A

ใˆใˆใ€‚ใ ใ‹ใ‚‰ใ“ใใ€ๅนดใซไธ€ๅบฆใฎ่ฉ•ไพก้ข่ซ‡ใ ใ‘ใงใชใใ€ๆ—ฅๅธธ็š„ใชใ‚ณใƒŸใƒฅใƒ‹ใ‚ฑใƒผใ‚ทใƒงใƒณใ‚’้€šใ˜ใŸใ€Œ1on1ใƒฏใƒณใ‚ชใƒณใƒฏใƒณใ€ใŒๆณจ็›ฎใ•ใ‚Œใฆใ„ใพใ™ใ€‚

Yes. That is exactly why, in addition to the once-a-year evaluation interview, "1-on-1s" through daily communication are attracting attention.

ใใ†ใงใ™ใญใ€‚ใŸใ ใ€ๅ˜ใซๅ›žๆ•ฐใ‚’ๅข—ใ‚„ใ™ใฎใฟใชใ‚‰ใšใ€ใใฎ่ณชใ‚’้ซ˜ใ‚ใ‚‹ใ“ใจใŒ้‡่ฆไธๅฏๆฌ ใงใ‚ใ‚‹ใ“ใจใฏ่จ€ใ†ใพใงใ‚‚ใ‚ใ‚Šใพใ›ใ‚“ใ€‚

That's right. However, it goes without saying that it is essential not only to increase the frequency but also to improve its quality.

B
A

ใŠใฃใ—ใ‚ƒใ‚‹้€šใ‚Šใงใ™ใ€‚ๅฆๅฎš็š„ใชๆ„่ฆ‹ใฐใ‹ใ‚Šใงใฏ้€†ๅŠนๆžœใซใชใ‚Šใ‹ใญใชใ„ใฎใงใ€่‰ฏใ„็‚นใ‚‚็ฉๆฅต็š„ใซ่ชใ‚ใ‚‹ๅงฟๅ‹ขใŒๆฑ‚ใ‚ใ‚‰ใ‚Œใพใ™ใ€‚

You're exactly right. Because only bringing up negative opinions could backfire, a proactive attitude to acknowledge positive points is also required.

ใฏใ„ใ€‚ใŸใจใˆๆณจๆ„ใ‚’ไธŽใˆใ‚‹ใซใ—ใฆใ‚‚ใ€็›ธๆ‰‹ใฎ็ซ‹ๅ ดใ‚’ๅฐŠ้‡ใ—ใคใคใ€ๅปบ่จญ็š„ใชใ‚ขใƒ‰ใƒใ‚คใ‚นใ‚’ๅฟƒใŒใ‘ใ‚‹ในใใงใ™ใ€‚

Yes. Even if giving a warning, one should keep in mind to give constructive advice while respecting the other party's position.

B
A

ใใ‚ŒใŒ็ตๆžœใจใ—ใฆใ€ๅฟƒ็†็š„ๅฎ‰ๅ…จๆ€งใฎใ‚ใ‚‹่ทๅ ด็’ฐๅขƒใ‚’ไฝœใฃใฆใ„ใใ“ใจใซ็น‹ใŒใ‚‹ใฎใงใ—ใ‚‡ใ†ใญใ€‚

And that will likely lead to creating a workplace environment with psychological safety as a result, won't it?

ใˆใˆใ€‚่ชฐใ‚‚ใŒๆฐ—่ปฝใซ็›ธ่ซ‡ใงใใ€ๅคฑๆ•—ใ‚’ๆใ‚ŒใšใซๆŒ‘ๆˆฆใงใใ‚‹้ขจๅœŸใ“ใใŒใ€็ต„็น”ใ‚’ๅผทใใ—ใพใ™ใ€‚

Yes. The culture where anyone can easily consult and take on challenges without fearing failure is what makes an organization strong.

B
A

ไธŠๅธ่‡ช่บซใฎๅ‚พ่ดใ‚นใ‚ญใƒซใ‚‚ๅ•ใ‚ใ‚Œใ‚‹ๆ™‚ไปฃใซใชใฃใฆใ„ใพใ™ใญใ€‚้ƒจไธ‹ใฎ่ฉฑใ‚’ใ—ใฃใ‹ใ‚Šๅ—ใ‘ๆญขใ‚ใ‚‹ใ‚นใ‚ญใƒซใงใ™ใ€‚

It's becoming an era where the boss's own active listening skills are also being questioned. The skill to genuinely accept the subordinates' stories.

ใพใฃใŸใใงใ™ใ€‚ใŠไบ’ใ„ใฎไฟก้ ผ้–ขไฟ‚ใŒใ‚ใฃใฆๅˆใ‚ใฆใ€ๆœ‰ๆ„็พฉใชใƒ•ใ‚ฃใƒผใƒ‰ใƒใƒƒใ‚ฏใŒๆˆ็ซ‹ใ—ใพใ™ใ‹ใ‚‰ใ€‚

Absolutely. Because meaningful feedback is established only when there is a relationship of mutual trust.

B
A

ใƒชใƒผใƒ€ใƒผๅฑคใซๅฏพใ™ใ‚‹ใ€ใ‚ˆใ‚ŠๅฎŸ่ทต็š„ใช็ ”ไฟฎใƒ—ใƒญใ‚ฐใƒฉใƒ ใŒไธๅฏๆฌ ใซใชใ‚Šใใ†ใงใ™ใญใ€‚

It looks like more practical training programs for the leadership level will become indispensable.

ใฏใ„ใ€‚็งใŸใกใ‚‚ใ€ๅ‘จใ‚Šใจใฎๆ—ฅใ€…ใฎ้–ขใ‚ใ‚Šๆ–นใ‚’ๅฐ‘ใ—ใšใค่ฆ‹็›ดใ—ใฆใ„ใใŸใ„ใงใ™ใญใ€‚

Yes. We ourselves also want to gradually rethink how we interact daily with those around us.

B

โญKey Expressions

๏ฝžใ‹ใญใชใ„

Predicts a bad outcome that might happen if a certain state continues.

๏ฝžใพใพ

Describes a state being kept as it is without any changes.

๏ฝžใซใ—ใŸใฃใฆ / ๏ฝžใซใ—ใฆใ‚‚

Used to say that even in that case, the essence does not change or one should be mindful.

๏ฝžใฆๅˆใ‚ใฆ

Only after doing or experiencing something does one realize an important fact.

โ“Questions

1

Aใฏ็คพๅ“กใฎใƒขใƒใƒ™ใƒผใ‚ทใƒงใƒณไฝŽไธ‹ใฎ็†็”ฑใซใคใ„ใฆไฝ•ใจ่จ€ใฃใฆใ„ใพใ™ใ‹ใ€‚

A.็ตฆๆ–™ใŒไฝŽใ„ใŸใ‚
B.่ทๅ ดใงใฎใƒ•ใ‚ฃใƒผใƒ‰ใƒใƒƒใ‚ฏใŒไธ่ถณใ—ใฆใ„ใ‚‹ใŸใ‚
C.ไผ‘ใฟใŒๅฐ‘ใชใ„ใŸใ‚
D.ไธŠๅธใŒๅŽณใ—ใ™ใŽใ‚‹ใŸใ‚
2

Bใฏใƒ•ใ‚ฃใƒผใƒ‰ใƒใƒƒใ‚ฏใ‚’่กŒใ†ไธŠใงไฝ•ใŒ้‡่ฆไธๅฏๆฌ ใ ใจ่จ€ใฃใฆใ„ใพใ™ใ‹ใ€‚

A.ๅ›žๆ•ฐใ‚’ใŸใ ๅข—ใ‚„ใ™ใ“ใจ
B.ใใฎ่ณชใ‚’้ซ˜ใ‚ใ‚‹ใ“ใจ
C.ๅฆๅฎš็š„ใชๆ„่ฆ‹ใ ใ‘ใ‚’่จ€ใ†ใ“ใจ
D.ๅฟ…ใšๅนดใซ1ๅ›žใ ใ‘่กŒใ†ใ“ใจ
3

ใ€Œใ‹ใญใชใ„ใ€ใฎๆ„ๅ‘ณใจใ—ใฆ้ฉๅˆ‡ใชใฎใฏใฉใ‚Œใงใ™ใ‹ใ€‚

A.๏ฝžใงใใชใ„
B.๏ฝžใ—ใŸใฐใ‹ใ‚Šใ 
C.๏ฝžใ™ใ‚‹ๆใ‚ŒใŒใ‚ใ‚‹ใ€๏ฝžใ—ใฆใ—ใพใ†ใ‹ใ‚‚ใ—ใ‚Œใชใ„
D.ๅฟ…ใš๏ฝžใ™ใ‚‹
4

ๆœ‰ๆ„็พฉใชใƒ•ใ‚ฃใƒผใƒ‰ใƒใƒƒใ‚ฏใŒๆˆ็ซ‹ใ™ใ‚‹ๆกไปถใจใ—ใฆBใฏไฝ•ใ‚’ๆŒ™ใ’ใฆใ„ใพใ™ใ‹ใ€‚

A.ใŠไบ’ใ„ใฎไฟก้ ผ้–ขไฟ‚
B.้•ทๆ™‚้–“ใฎไผš่ญฐ
C.ไธŠๅธใฎๅŽณใ—ใ„ๅ‘ฝไปค
D.่ค‡้›‘ใช่ฆๅ‰‡

๐Ÿ“šVocabulary

ไฝŽไธ‹

ใฆใ„ใ‹

decline / decrease

ๆ›–ๆ˜ง

ใ‚ใ„ใพใ„

vague / ambiguous

้€†ๅŠนๆžœ

ใŽใ‚ƒใใ“ใ†ใ‹

counterproductive / backfire

ๅปบ่จญ็š„

ใ‘ใ‚“ใ›ใคใฆใ

constructive

ๅฟƒ็†็š„

ใ—ใ‚“ใ‚Šใฆใ

psychological

ๅ‚พ่ด

ใ‘ใ„ใกใ‚‡ใ†

active listening

ๅฎŸ่ทต็š„

ใ˜ใฃใ›ใ‚“ใฆใ

practical

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