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Actionable Feedback: Unlocking the Power of Learning and Performance…
Actionable Feedback: Unlocking the Power of Learning and Performance Improvement
Flawed Feedback
Attacks person rather than person's behavior
Seen as personal attack, internal attribution, creates defensive emotional reaction, has negative effect on subsequent performance, should use "I" statements and focus on tasks
Vague or abstract assertions
Giving feedback that could be interpreted in many ways, creates defensiveness
Without illustrations
Feedback without examples can be hard to understand, more likely to act if you understand implications for action
Ill-defined range of application
Should provide context for bad behavior, blanket statements produce defensiveness
Unclear impact and implications for action
Not explaining consequences of bad behavior, lack of specific behavioral changes desired, managers often give conclusions about employee without explaining how they got there
Cognitive and Emotional Dynamics Impacting Feedback Givers
Inference-making limitations
People are selective about where they focus their attention, ladder of inference - different conclusions can be reached based on what you absorb
Attributional biases
Managers tend to make internal attributions (personal rather than situational), false consensus bias - overestimating likelihood that others will see things your way
Overconfidence
People tend to be overconfident in accuracy of their perceptions
Third-party perspective differences
Better able to recognize limitations in others' feedback than your own, managers don't prepare enough to play role of educator when giving feedback
Strong emotions can impact ratings and feedback formulation and delivery
Feedback givers' emotions can influence performance appraisal, interpersonal affect, managers more likely to be punitive when making internal attributions
Putting Knowledge to Work
Feedback giving rule
Move down ladder of inference, watch for overconfidence, attributional biases, and emotional baggage
Feedback receiving role
Ask questions to move giver down ladder of inference
Third-party role
Objective perspective, help givers prepare for role, empathize with how receiver would feel