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Actionable Feedback (Questions for givers' to ask themselves (p.131).,…
Actionable Feedback
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Flawed Feedback
- Attacks the person rather than the behavior
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- Vague/Abstract Assertions
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- Ill-Defined Range of Application
No clarification about conditions under which problematic behavior exists; ex: just at meetings, etc.
- Unclear Impact and Implications for Action
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How to achieve
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"Without an awareness of the cognitive and emotional dynamics in play, managers have a difficult time knowing why their feedback is not working, and many learn to avoid giving feedback" (130).
Self-Serving Biases
"In assessing our own work we tend to see ourselves as responsible for successes, and blame failures on others or external forces. By contrast, managers, who are in the observer role, experience an "actor/observer bias" and are more likely to attribute failures to internal causes (subordinates)" (p. 122).
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