Actionable Feedback
Cognitive & Emotional Dynamics
Flawed Feedback
cog/emo dynamics that affect feedback givers
Producing Actionable Feedback
ppl don't tend to have accurate view of themselves
self-serving bias: I'm responsible for my successes but others are to blame for my failures
actor/observer bias: (managers) attribute failures to internal causes (subordinates) and discount subordinate successes
positive illusions can help productivity
feedback often viewed as personal attack
increased rigidity, restriction of information processing, constriction of control
inactionable feedback
We can trust him. She doesn't stand firm. She's not a team player. She's a poor manager. He's unprofessional. He's not committed. She adds no value.
1. Ad Hominem
2. Vague or Abstract Assertions
3. Without Illustrations
4. Ill-Defined Range of Application
5. Unclear Impact & Implications for Action
feedback appears internal (blaming person instead of situation) and stable (consistent across situations)
focuses receivers' attention to self rather than to task
"You are sloppy" v "I think an alternate way of handling this would lead to better results"
Start with an I statement
Okay cool but what do you MEAN when you say that??
can lead to defensiveness
give me examples!
(It's funny because they didn't actually include an example of this)
feedback is global w/o clarification about when this problem crops up
lol like when Mrs. Washington called me "unprofessional" any time I spoke up for myself
So what impact does this have on my job?
what changes need to happen? How do I do that?
1. Inference-Making Limitations
2. Attributional Biases
3. Overconfidence
4. Third-Party Perspective Differences
5. Strong Emotions can Impact Ratings & Feedback Formulation & Delivery
we take in a lot of info and have to pick and choose
Ladder thing
Available Data
Select Data
Paraphrase Data
Name What's Happening
Explain/Evaluate what/s happening
Decide what to do
false-consensus bias: people overestimate the likelihood that others will see things the same way they do
so managers might make overly critical or blaming internal attributes and fail to recognize that others won't agree
so like your conclusion isn't just based on facts
ppl dont see the flaws in their feedback design
what examples, evidence, or data will the other person need in order to make an informed judgment as to the accuracy of my assertion?
managers tend to be mor punitive when they make internal (personal v situational) attributions
also more punitive if behavior impacted manager and they believe it's from lack of effort
intent should be on development
3rd party perspective & understanding of ladder of inference
take informed approach on giving feedback
How did I arrive at this conclusion? What illustrations, examples would I need to share with the other person in order for them 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?
Receiver Q's: 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 would liek to see me do differently?