Transcript (ppt)
Giving Feedback Manzoni HBR article • How to frame feedback so as to improve – Nature of performance feedback session • Relationship not damaged • Have productive conversation – Employee’s performance after the session • Unsuccessful performance feedback sessions •Subordinate’s acceptance of feedback Unsuccessful Feedback Sessions • Frame subordinate’s performance – Negatively • too narrowly • In a binary way • In a frozen way – Indirectly (positively & negatively) • Set up interviews so as to confirm manager’s views of subordinate’s performance – Risk that employee will not provide the ‘expected answers’ Framing Subordinate’s Performance • In terms of personal dispositions rather than situational reasons (fundamental attribution error) • In a frozen way due to conditions of high stress • In a binary (win-lose) manner • Assumes that anyone will perceive it the same way (false-consensus effect) Subordinate’s acceptance of feedback • Evaluation process (or evaluator) – Is perceived as reliable & having good intentions toward subordinate – Is perceived as fair – Collects relevant info – Allows subordinate to clarify & explain – Considers subordinate’s opinions – Applies consistent standards when delivering criticism Subordinate’s acceptance of feedback • Feedback communication process is fair – Attends to subordinates’ ideas – Shows respect for subordinate – Supports subordinate despite disagreements