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Lecture 6

MGHC02H3 Lecture 6: Actionable Feedback & When Employees Don’t Get It
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by Amy
4 Pages
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Department
Management
Course Code
MGHC02H3
Professor
Joanna Heathcote

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Performance Feedback
Actionable Feedback - Cannon and Witherspoon
Actionable feedback - feedback that produces learning and tangible/appropriate results
(ex. Increase effectiveness or improve performance)
Feedback improves learning and devel. b/c without it, can’t figure out how to improve
Constructive feedback has greater specificity so can learn sooner
Emotional and cognitive dynamics that make giving and receiving feedback difficult
o Emotional dynamics - how we feel
Feedback is personal, can be charged with high levels of emotions
Critical feedback produce strong emotions that hinder learning and devel.
o Cognitive dynamics - how we think
Givers and receivers may have different ways of evaluating and
understanding behaviour which can cause disagreements in performance
ratings and feedback
Emotional and cognitive dynamics that impact feedback receivers
o People tend to have self-serving bias - tend to see ourselves as responsible for
successes and blame others for failures
o Managers/observers have actor/observer bias - attribute failures to internal
causes (the subordinate themselves) than external/environ. Factors
o Subordinates can resist feedback if they think it is inaccurate, undermine
confidence and self-efficacy, or receive it as a personal attack
Emotional and cognitive dynamics that impact feedback givers
o Produce poor feedback that evokes defensive reactions and limit actionability;
interfere with ability to assess the quality of own feedback
o 5 Flawed feedback types that can produces poor feedback that:
Attacks the person rather than person’s behaviour
Personal attack b/c it can criticize the person’s character that can
evokes strong defensive emotional reactions
It is internal (blames the person rather than the situation) and
stable (consistent across situations)
To fix this, begin message with “I” instead of “you” to focus less on
blaming and more on helping the person improve and focus on the
task to produce better results leading to constructive dialogue
Vague or abstract assertions
Feedback could be interpreted in different ways
Without illustrations
Feedback does not include examples of specific things individuals
can do to make feedback givers see them the same way they do
To fix this will help with clarity
Ill-defined range of applications
Feedback is global (exhibited all the time or only certain
situations?)
Feedback can produce defensiveness since recipient can think of
one or more situations when feedback does not apply causing
them to see it as inaccurate
Unclear impact and implications for action
Unclear why behaviour is problematic/the impact of the behaviour
so hard to infer what one needs to improve on
o 5 reasons for inability to assess feedback quality:

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Description
Performance Feedback Actionable Feedback Cannon and Witherspoon Actionable feedback feedback that produces learning and tangibleappropriate results (ex. Increase effectiveness or improve performance) Feedback improves learning and devel. bc without it, cant figure out how to improve Constructive feedback has greater specificity so can learn sooner Emotional and cognitive dynamics that make giving and receiving feedback difficult o Emotional dynamics how we feel Feedback is personal, can be charged with high levels of emotions Critical feedback produce strong emotions that hinder learning and devel. o Cognitive dynamics how we think Givers and receivers may have different ways of evaluating and understanding behaviour which can cause disagreements in performance ratings and feedback Emotional and cognitive dynamics that impact feedback receivers o People tend to have selfserving bias tend to see ourselves as responsible for successes and blame others for failures o Managersobservers have actorobserver bias attribute failures to internal causes (the subordinate themselves) than externalenviron. Factors o Subordinates can resist feedback if they think it is inaccurate, undermine confidence and selfefficacy, or receive it as a personal attack Emotional and cognitive dynamics that impact feedback givers o Produce poor feedback that evokes defensive reactions and limit actionability; interfere with ability to assess the quality of own feedback o 5 Flawed feedback types that can produces poor feedback that: Attacks the person rather than persons behaviour Personal attack bc it can criticize the persons character that can evokes strong defensive emotional reactions It is internal (blames the person rather than the situation) and stable (consistent across situations) To fix this, begin message with I instead of you to focus less on blaming and more on helping the person improve and focus on the task to produce better results leading to constructive dialogue Vague or abstract assertions Feedback could be interpreted in different ways Without illustrations Feedback does not include examples of specific things individuals can do to make feedback givers see them the same way they do To fix this will help with clarity Illdefined range of applications Feedback is global (exhibited all the time or only certain situations?) Feedback can produce defensiveness since recipient can think of one or more situations when feedback does not apply causing them to see it as inaccurate Unclear impact and implications for action Unclear why behaviour is problematicthe impact of the behaviour so hard to infer what one needs to improve on o 5 reasons for inability to assess feedback quality:
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