Feedback isn’t the problem, but the way that we deliver it is broken

The March/April issue of Harvard Business Review featured an article titled “The Feedback Fallacy” on its cover. In it, the co-authors contend that feedback in the workplace is essentially useless, even potentially damaging, because it’s based on flawed assumptions, hidden biases, and unrecognized ignorance.

As a learning & development professional and the creator and teacher of an online course called “Feedback is Fuel,” I have a very, very different perspective on the value of feedback in the workplace—indeed, I believe it is both valuable and necessary. I agree with the HBR authors that feedback focused solely on shortcomings isn’t effective. But feedback itself isn’t the problem; it’s the way the feedback is framed and delivered. So, while it makes for a provocative headline to say that feedback is toxic, it’s also a bit irresponsible to suggest that people should close themselves off to a rich resource for self-improvement.

Read the full article here.