Please enable JavaScript.

Coggle requires JavaScript to display documents.

Actionable Feedback (Flawed Feedback (How about a skilled third party…

- - - - Tend to blame others for failure and ourselves responsible for own success
      - Positive illusions are hallmark of mental health and are crucial to enabling people to avoid depression and maintain confidence
        
        Seeing yourself as more capable enhances your performance more than accurate self-perceptions
      - So feedback seems inaccurate and receivers disagree
  - - - Minds naturally select observations or bits of info to focus on - make interpretations of what those mean
      - Argyris' ladder of inference
    - - Actor/observer bias - managers typically biased toward making internal attributions and this increases likelihood that feedback will come across as personal attack
      - False-consensus bias - suggests people overestimate likelihood that others will see things the same way they do
    - - If it is obvious to me, it should be obvious to them
    - - When people design feedback, they tend not to see flaws in feedback that they personally developed
      - More able to recognize limitations
    - - Shocking the subordinate into better performance or teaching a subordinate a lesson
        
        Makes a point but not necessarily constructive