Feedback is one of the most widely used management tools, and one of the least predictable. A large meta-analysis found that feedback improves performance on average, yet in more than a third of cases it made performance worse (Kluger & DeNisi, 1996). Much depends on where feedback directs attention: towards the task, or towards the person and their self-image. When people feel their standing is under threat, they tend to defend themselves before they can listen.
Themes
- Why feedback triggers defensiveness
- Keeping standards high while protecting the relationship
- Feedback upwards and between peers
- Preparing and following up a difficult conversation
Delivered in person for one organisation at a time, adapted to its context, and offered as one complete programme.
A short conversation to understand your context, followed by a written proposal.
Email: info@wfontanini.com
A programme brochure is available on request.
References
Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254–284. https://doi.org/10.1037/0033-2909.119.2.254