The role of feedback in interpersonal communication

MINDMAPPING

1. Definition of feedback in
interpersonal communication
2. form of feedback

THE ROLE OF FEEDBACK IN

INTERPERSONAL COMMUNICATION

4. obstacles in receiving feedback 3. thing that need to be

considered in providing
feedback

1. Definition of Feedback in Interpersonal Communication

 Communication will be successful, if the message conveyed by the communicator
matches the frame of reference, namely the experience and understanding the
communicant gets. Feedback is the communication given to the speaker by the listener to
show their understanding.

Feedback (feedback) is one of the most effective ways to improve employee

performance in the company. Positive feedback(positivefeedback)will focus on the
identification and behavior of employees to improve performance.

Meanwhile,constructive feedbackleads to the identification of behaviors that

reduce employee performance in completing work.While providing feedback is a good
thing, many managers are still uncomfortable doing this, especially if they have to say
something negative.

2. Forms of Feedback

1. Positive Feedback - Negative Feedback

Positive feedback is a sign / symptom shown by the communicant which indicates

that he / she understands, helps and is willing to cooperate with the communicator to
achieve certain communication goals, and does not show resistance / conflict.

For example: the communicant nodded, paid serious attention, took notes, was
responsive when asked.

   Negative feedback is a sign / symptom shown by the communicant indicating

that he / she has attitudes and behaviors that can range from disagreeing to disliking
the message, the way it is conveyed, or even the communicator. Anything that is the
opposite of positive feedback is negative feedback.

For example: indifference, doing other things that have nothing to do with what is
being discussed, chatting, annoying other people, talking, interrupting / interrupting in
a rude manner, or leaving the room / walking out without the permission of the
communicator, and so on.

2. Neutral Feedback - Zero Feedback

 Neutral feedback is a type of feedback that is difficult to assess as a sign /
symptom that indicates a positive or negative response. In other words, neutral
feedback is feedback that is not clear in its form; whether it's positive or negative.

For example: silent behavior when asked to understand or not.

Zero Feedback is feedback that is difficult for communicators to understand. The

communicator does not know what to interpret the signs / symptoms that arise from
the communicant.

For example: someone laughs when the communicator is not saying something
funny, someone suddenly cries, and so on.

3. Internal Feedback - External Feedback

Internal feedback is what shows the source of the cues / symptoms that are the
feedback. When it comes from within the communicator, it is called internal
feedback. That is, for example, when the communicator has said something, but then
he remembers something and corrects what he has said, we can say that what we see
is something that happens because there is internal feedback on the communicator.

External feedback is feedback that comes from the communicant. In this case the
communicant can show it by giving certain facial expressions, gestures, behavior or
even voices that appear when communication is taking place.

4. Verbal Feedback - Non-Verbal Feedback

Verbal feedback refers to the form or form of what the communicant says as a
reaction to a particular ongoing communication behavior. Examples of verbal
feedback, for example, are interruptions (interrupting the conversation), chanting
(delivering comments spontaneously when the communicator is delivering his
message), or it can be a piece of paper on which to say something to the speaker so
that he immediately stops because his time is up. Please remember the verbal
meaning here. Verbal communication messages are those in the form of language use.
That is, it can be oral or written.

  Non-Verbal Feedback is one that is not in the form of spoken or written forms,
such as facial expressions, gestures, sitting, standing, staring, smiling, hand gestures,
and so on.

   

5. Direct Feedback - Indirect Feedback

 Some communication experts disagree with these two types of feedback. The
reason is, feedback should be something that can be seen / identified when a
communication process is taking place, not afterwards. If afterward, it means it is a
response or response.

They claim this because the notion of immediate feedback is feedback that is
shown when communication is in progress, and delayed feedback is feedback that is
delivered when communication is complete. The context for these two types of
feedback is the comparison between interpersonal communication and mass
communication.

In interpersonal communication, it is clear that for the most part the feedback will
be direct or immediate. This means that the person speaking / communicator will be
able to immediately know how the communicant reacts when he is conveying a
certain message (because the situation is face to face).

This is different from mass communication. Newspapers, for example. Readers

cannot provide immediate feedback. Their feedback can be conveyed through a
reader's letter, which usually takes quite a long time since what the communicant
responds to is published or read by the communicant, so that the reader's letter can be
used as an example as indirect feedback.

3. Points to consider in giving feedback

1. Control Your Emotions

Avoid giving feedback or criticism to others when you are angry or upset.
Negative feedback can be conveyed even more "hotly" if you are in an unstable
mood.

It's better to schedule another day than forcing yourself to give feedback when
your emotions are upset.

2. Do it in

private Find a place like the meeting room or your own room when giving
feedback. Never do this in front of other employees or teams.

3. Focus on Work-Time Behavior, Not Employees' Personal

Remember, the main purpose of giving negative feedback is to reduce behaviors

that hinder performance improvement. If employees feel attacked individually, they
automatically become defensive and lose the opportunity for healthy discussion.
4. Must be Specific

Delivering effective negative feedback must be specific and right on target.

Describe in detail where the employee's mistakes or behaviors they should change
while working. Don't just say that employees made mistakes without a full
explanation.

5. Be on time

If you've ever received a long list of negative feedback in an annual report, then
you actually know the facts before the report is made. We recommend that you
immediately provide immediate feedback when employees make mistakes

6. Stay Calm No

matter how angry you are, never lose control of your emotions. As mentioned
earlier, you need time to control your emotions and put off the feedback agenda if
needed.

7. Emphasize Company Expectations

This reinforces step three by letting employees know that you still believe in their
abilities and believe their behavior can change.

8. Allow Employees to Respond

After you have finished giving opinions and feedback, then you should stop
talking. Give the employee the opportunity to respond to your statement and ask
clarifying questions.

9. Define and Agree on an Acceptable

Plan Agree on an appropriate action plan for the employee. See and define in
detail what they should and should not do.

Also agree if there is a training plan, for example what you should do to improve your
performance.

10. Set a Time for Follow Up

Create and schedule clear times to review employee changes and progress. This
step establishes accountability and increases the likelihood of increasing their
employment.

After you provide feedback and agree on the next plan, it's best to start forgetting the
mistakes their employees have made.
4. Barriers to receiving feedback

According to Fajar (2009), there are several obstacles in communication, namely:

a. Obstacles from the sender of the message, for example the message to be conveyed is
not clear to himself or the sender of the message, this is influenced by feelings or
emotional situations that affect motivation, namely encouraging someone to act
according to their wishes, needs or interests.

b. Barriers in encoding / symbols. This can occur because the language used is not clear
so that it has more than one meaning, the symbols used between the sender and the
recipient are not the same or the language used is too difficult.

c. Barriers to the media, is the bottleneck that occurs in the use of communication
media,    such asinterference    noise    radioso as    not    to hear the message clearly.

d. Barriers in password language. Obstacles occur in interpreting the code by the

recipient.

e. The resistance of the message recipient. For example, lack of attention when
receiving / listening to messages, prejudice and incorrect responses and not seeking
further information.