THE LOST ART OF FEEDBACK

WHY AND WHAT IS FEEDBACK?

To develop people To maintain control

Some feedback, better than no feedback at all

Most important: To help the person receiving feedback to keep in touch with what is going on in the environment.

TYPES OF FEEDBACK
Positive feedback? Negative feedback?

Supportive Feedback:

Reinforces an ongoing process

Corrective Feedback:

Indicates that a change in behavior is appropriate

In this sense all feedback is Positive Feedback

SUPPORTIVE FEEDBACK

Used to reinforce behavior that is effective and

desirable.

Catch them doing something right and let them know it(Blanchard and Johnson, 1982)

Erroneous assumption-expecting good behavior and that feedback needed only when employee errs.
This is corrective feedback. This may work, but there is a better way of giving feedback.

Corrective:

The last three pieces in this batch contained wrong figures. We cannot have that kind of sloppy work in this department. This batch looks good, except for the last three pieces, which contain wrong figures. Maybe you used a wrong formula. How about cross checking it with the previous batch and see what the problem is.

ADVANTAGES?

Employees becoming aware of superior work expected. Viewing work in terms of performing as well and as creatively as possible.

What is reinforced has a tendency to become stronger; what is not has a tendency to fade away.
If Excellence is reinforced and errors mentioned occasionally, then what will be reinforced in the employees?

CORRECTIVE FEEDBACK

Used to alter behavior that is ineffective or inappropriate. As essential in growth process as supportive feedback. Subordinate may become a little defensive or embarrassed, under the best circumstances. Have an alternative to the problem that you want to solve because:

It means you are helping Protects the dignity of the subordinate Establishes a long term relation Makes employee aware that there was an alternative, which s/he didnt use and hence a learning experience

GUIDELINES FOR EFFECTIVE FEEDBACK

1. DEAL IN SPECIFICS

Aids in learning and reinforcement To learn from feedback, the employee must see it in terms of observable effects, e.g. how his/her actions affected the group or work. This depersonalizes the issue

General

Specific

Im glad to see that your work is improving. Youre falling down on the job again.

Im pleased that you met every deadline in the last three weeks. Last month most of your cost reports were completely accurate, but last week four of your profit/loss figures were wrong.

2. DETERMINE THE APPROPRIATE TIME AND PLACE

As soon as possible. Waiting decreases the impact because:

Makes the behavior seem less important, for both Other things might seek managers attention Some details might be forgotten.

I want to seen you in my office this afternoon Would you drop by my office by afternoon Or Would you please come to my office now

Praise in Public, censure in Private

Corrective Feedback-In person Supportive Feedback:
Mostly appreciated in public Might create jealousy, conflict-conscious decision needed

Accidental feedback might reduce the effect?

3. REFRAIN FROM ADDING OTHER ISSUES

Can undercut the supportive feedback Might anger the employee if more issues are taken up at the same time Focus will be lost Impact is reduced Learning doesnt take place

FEEDBACK STRATEGIES
Caution: PLEASE DO NOT FOLLOW BLINDLY*

*In case you are paying attention

SUPPORTIVE FEEDBACK STRATEGIES

1.

Acknowledge the specific action and result to be reinforced. Example: Im glad that you finished the project (action) on time (result). Explain the effects of the accomplishment. Example: What you did on the project was a major factor in getting the contract and has helped the company, Good Job! Help the subordinate to take full responsibility for the success- Deal with the very modest ones!

2.

3.

4.

Ask if the subordinate wants to talk about anything else.

Thank for the good performance.

5.

CORRECTIVE FEEDBACK STRATEGIES

1.

Immediately describe the event in behavioral terms and explain the effect: Impact on the group or company Ask what happened

2.

3.

Help the subordinate to take full responsibility for the actions: Success will depend on Step 1 and 2. Develop a plan to deal with the issue
State your confidence in his/her ability

4.

5.

FEAR OF FEEDBACK
Myth or Reality? By Jay M Jackman & Myra H Strober

BEHAVIORS
Procrastination Denial Brooding Jealousy Self-Sabotage

PROCRASTINATION

Joe, a highly accomplished computer scientist in a large technology company, responded to his frustration over not being promoted. He:
Became preoccupied with inessential details of his projects Played computer solitaire Consistently failed to meet project deadlines

DENIAL
Angela, a midlevel manager in a consulting firm. A hope for promotion never materialized Her superiors told her

She asked for too much of personal time Hadnt sufficiently researched a certain industry Hadnt met her yearly quota of bringing new clients Each attempt of improvement was thwarted by another excuse

BROODING
Adrian, a training manager brooded over the goals set for him. He considered them:

Unrealistic hence unachievable Became unhappy and withdrew This was seen as him being a snob Colleagues avoided him and he avoided them

His projects were given to someone else

JEALOUSY
Leslie, vice president of public relations firm Her boss praised a colleague She started:

Comparing herself Listening carefully to the boss remarks Felt that she would never rise to her colleagues level

SELF-SABOTAGE
Nancy, a young associate, unable to deal with more than one project at a time. Resented her boss feedback during the review. Made a nasty comment about him accidentally*

LEARNING TO ADAPT
1. Recognize your emotions and responses:

Understanding that you are experiencing fear-Im afraid my boss will fire me and

-- that you are adapting a maladaptive response to that fear- I'll just keep my mouth shut and keep out of his/her way

Mayur, a midlevel manager was many months overdue on performance reviews of 3 people who reported to him.
After being probed by a consultant, he expressed his resentment at his boss for not having done his performance review. What should he do now?

2. Get Support
3. Reframe the feedback

4. Break Up the Task

5. Use incentives

REFRAME YOUR THINKING

Negative Emotion: Anxiety Maladaptive response: Brooding, Avoiding (Im too busy to ask for feedback) Reframing Statement: Finding out can open new opportunities for me.

SOURCES
The Pfeiffer Book Of Successful Communication Skill-building Tools. One Minute Manager, Blanchard And Johnson