Please enable JavaScript.
Coggle requires JavaScript to display documents.
Actionable feedback: Unlocking the power of learning and performance…
Actionable feedback: Unlocking the power of learning and performance improvement
critical feedback
most managers hate giving critical feedback, and most employees detest receiving it.
critical feedback often fails to produce the desired results
(cognitive and emotional) dynamics hamper the feedback giving and receiving process
feedback can be highly useful
Cognitive and Emotional Dynamics
Impacting Feedback Receivers
depending on the content and de- livery of feedback, it may be received as a personal attack, threatening one's ego or identity
feeling attacked or threatened tends to create stress that hinders learning
further complicating matters, inaccurate positive self-perceptions (positive illusions) may be more than just self-indulgent flights of fancy
attributional biases or errors affect both managers and subordinates and can lead them to form conflicting views
people tend not to view themselves accurately, and they are not good at accurately perceiving how others are seeing them
Cognitive and emotional dynamics also influence the feedback-giving role and can lead feedback givers to produce poor quality feedback that provokes a counterproductive, defensive reaction.
shared counterproductive features of flawed feedback statements
Attacks the Person Rather Than the Person's Behavior
Vague or Abstract Assertions
Without Illustrations
lll-Defined Range of Application
Unclear Impact and Implications for Action
Impacting Feedback Givers
Overconfidence
Third-Party Perspective Differences
Attributional Biases
Strong Emotions Can Impact Ratings and Feedback Formulation and Delivery
Inference-Making Limitations
common vulnerabilities associated with each role & how understanding the dynamics can assist a manager
Feedback Receiving Role
managers have their own boss: giver→recepient
The typical receiver might feel unfairly attacked and also might feel stuck, not wanting to seem defensive, but not wanting to accept inaccurate feedback.
the receiver is more capable of recognizing that the giver may have misperceptions but may also have some helpful observations that should be uncovered
receiver can ask questions that will help the giver move down the ladder of inference and provide more actionable feedback
Third-Party Role
One of the main complications for third parties is that they may not feel knowledgeable or skilled enough to assist
can help feedback givers to formulate better quality feedback
can help feedback givers pre- pare by role playing possible reactions that the receiver might have and coaching the giver on how to deal with them constructively
Feedback Giving Role
the feedback that managers spontaneously give is often not very actionable and tends to produce defensiveness, hard feelings, and meager learning
puts managers in a better position to navigate the feedback territory / produce better feedback (see, aware, recognize, understand, inquire into, using an "I" message)