{"id":695358,"date":"2019-06-20T08:30:36","date_gmt":"2019-06-20T06:30:36","guid":{"rendered":"https:\/\/www.ie.edu\/insights\/?post_type=articles&p=695358"},"modified":"2019-06-19T18:44:25","modified_gmt":"2019-06-19T16:44:25","slug":"is-your-feedback-effective","status":"publish","type":"articles","link":"https:\/\/www.ie.edu\/insights\/articles\/is-your-feedback-effective\/","title":{"rendered":"Is Your Feedback Effective?"},"featured_media":695359,"template":"","meta":{"_has_post_settings":[]},"schools":[29,33,35],"areas":[16,20],"subjects":[],"class_list":["post-695358","articles","type-articles","status-publish","has-post-thumbnail","hentry","schools-business-school","schools-human-sciences-and-technology","schools-university","areas-competitiveness-growth","areas-human-behavior"],"custom-fields":{"wpcf-article-leadin":["Do you ever feel that the feedback you give doesn\u2019t have its intended impact? You are not alone. Studies have shown that a third of feedback interventions fail and another 15% result in no meaningful performance improvement."],"wpcf-article-body":["Some of the reasons why feedback fails are well understood: weak structure, few supporting examples, non-empathic messaging, poor timing, etc. Two other factors are equally important but less widely recognized: a failure to match the feedback to the circumstances and an overly serious delivery that shuts down the recipient\u2019s ability to learn.\r\n\r\nTo address these challenges, we have developed a model that helps managers adjust the context and tone of their feedback. Think of it as a buffet offering six types of feedback, each represented by a type of sandwich. On this menu, the protein filling is the constructive feedback and the carbohydrates are the positive messaging.\r\n

\"Es<\/a><\/p>\r\nThe perils of serving up the wrong sandwich<\/strong>\r\n\r\nIf you provide largely passive feedback\u2014which isn\u2019t really feedback at all\u2014your people are unlikely to grow<\/a>. Thus, you do them a disservice as a manager. Our research shows that recipients want almost 20 times as much feedback as they get.\r\n\r\nIf you do not give positive feedback, you are less likely to encourage good behavior<\/a> and strengthen the recipient\u2019s self-confidence. You also decrease your chances of building a relationship or establishing the necessary trust for your negative feedback to be well received.\r\n\r\nSuggestive feedback is particularly dangerous. Managers may think they have conveyed the message, but the recipients often barely hear it\u2014or even hear the opposite. Thus, they continue their frustrating behavior<\/a>, while others become more irate. This type of feedback is not specific enough for people to understand what they should actually change, nor is it arousing enough to propel someone into doing the necessary hard work.\r\n\r\nThe trouble with constructive feedback is that people think the associated positive feedback is window dressing included only to soften the blow. So, they disregard it even though it actually is bona-fide feedback.\r\n\r\nTransformative feedback frequently does not hit the mark due to wording and tone. It is often delivered when the provider is emotional, if not exasperated. The message therefore comes across more negatively, and less supportively, than intended.\r\n\r\nThe typical hazard with save-ative (\u201cor else!\u201d) feedback is not giving it early enough to prevent derailment.\r\n

If you do not give positive feedback, you are less likely to encourage good behavior and strengthen the recipient\u2019s self-confidence.<\/blockquote>\r\nRecommendations <\/strong>\r\n\r\nThese dangers can be avoided by selecting feedback type circumstantially. A situational feedback model enables you to make choices about what sort of feedback to provide in different situations depending on the goal, severity, learner openness to personal change, and unit culture.\r\n\r\n \r\n\r\n1. Heighten your awareness<\/span>\r\n