people have leamed to be selective
about where they focus their attention

people start with objective data and observations
and then move up the ladder as they select
what data to focus on and how to interpret it.

it is as if people
are thinking "If it is obvious to me, it should
be obvious to them too."

"false-consensus bias,"
suggests that people overestimate the likelihood that
others will see things the same way they do.

Thus, the inference
making process (as illustrated by the ladder
of inference), bias, and overconfidence create gaps
in perception that lead feedback givers to produce
poor quality feedback and to be unable to see what
is wrong with their own feedback.

when they are observing the feedback given
by someone else, they are able more easily to recognize
its limitations.

not give feedback as an educator

managers have unrelated personal problems
and stresses

Interpersonal affect, and to a lesser extent mood,
have been shown to affect performance ratings.35

whether they believe
the subordinat

He was overly critical, raising
all potential problems he could think of
and did not say anything to acknowledge the
importance of growing through new ventures.

Pat had never actually exhibited the quality
that he was perceived as having.

feedback giver was mainly concerned
about her behavior within the context of top management
team meetings

Although he started out blaming
Pat, he eventually ended up taking personal responsibility
for not having tested his attribution
about Pat; and he even provided an opportunity for
Pat to prove himself.

feedback giver, feedback receiver, and
third party is important for developing an actionable
feedback environmen

objective perspective

Could you give me an example of the behavior
that concerns you?

• Can you help me understand how you came to
  that conclusion?
  . Can you help me understand the situations in
  which you have seen the behavior and what you
  see as the impact?
• Can you clarify what you