Actionable Feedback: Unlocking the Power of Learning and Performance…
Actionable Feedback: Unlocking the Power of Learning and Performance Imporvement
Impact of Feedback on Learning and Development
managers consider "candid, insightful feedback" extremely important to development, but most don't believe companies do a good job of providing such feedback
Kluger and DeNisi: only a modest positive relationship between feedback and performance
Cognitive and Emotional Dynamics
Emotion: common outcome is that delivering critical feedback may result in strong emotional responses that may hinder development
Cognitive: Difficulties giving and receiving feedback, potentially due to differing ways you evaluate performance
Cognitive and Emotional Dynamics Impacting Feedback Receivers
People tend not to view themselves accurately and, thus, aren't good are perceiving how others are seeing them.
Self-serving bias: In assessing our own work, we tend to see ourselves as responsible for successes, and blame failures on others or external forces
Actor/Observer Bias: (Managers) More likely to attribute failures to internal causes, to discount subordinate successes, and to find subordinate performance lacking.
Feedback may be received as inaccurate or as an attack/threat. May create a strong flight or fight mentality.
Stress is created and hinders learning
1) Attacking the person rather than the person's behavior
2) Vague or abstract assetions
3) Without specific examples
4) Global, or blanket, statements
5) Actionable limitations
Cognitive and Emotional Dynamics Impacting Feedback Givers
1) Inference-making limitations
2) attributional biases being perceived as personal attacks
3) Overconfidence in our accuracy of our perceptions
4) Third-party perspective differences as they tend to see limitations from others feedback more than their own
5) Strong emotions may impact ratings, feedback, and delivery
Producing Actionable Feedback
Strength is in a third-party feedback perspective
360 degree feedback
Cases in context
A third party was used to gather and deliver feedback
Feedback giving role: "Managers who understand these dynamics can take a more informed approach to feedback" p. 130
Questions to ask when improving feedback. (For receiving, ask for these examples)
How did I arrive at this conclusion?
What illustrations, examples, etc. would I need to share with the other person in order for him or her to understand why I see it this way?
Under what conditions have I observed this behavior?
What do I see as the specific, undesirable consequences of this behavior?
What would be the most constructive way to help this person achieve better results?
How might my emotions be affecting my evaluation and intentions?