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 argue that feedback in the workplace is mostly useless, even potentially damaging, because it’s based on flawed assumptions, hidden biases, and unrecognized ignorance.

As a learning and 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. I believe it is both valuable and necessary. I agree with the Harvard Business Review
authors that feedback focused solely on shortcomings isn’t effective. But I don’t think that the problem is feedback itself, but the way that managers frame and deliver it. As humans, we’re not always the best judges of our own performance, so it’s irresponsible to suggest that people should close themselves off to a precious resource for self-improvement.

Read the full article here.