Use feedback to change the plan

You collect feedback. Then build what was already planned.

Make feedback affect decisions instead of disappearing into notes after a polished review.

Does this sound familiar?

The team presents progress. Stakeholders ask about dates. A user points out a problem, somebody says they will take it away, and the next sprint starts with the original list.

Feedback has little value when the relevant people are absent, criticism is explained away, or no decision is open to change.

What we will work on

Prepare a review around a real uncertainty and a decision.
Involve relevant users and inspect the working product.
Understand negative feedback before defending the design.
Turn findings into decisions and deal with commitments that block useful changes.

For Scrum Masters and product owners whose reviews have become demonstrations, approval meetings or progress reports.

Start with the free guide

Why Sprint Goals don't work for your team helps you name the underlying problem and take a first practical step.

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