Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Version: 12 September 2017
Length: 15 pages
Data source: Published sources
Abstract
The main objective of this technical note is to examine in depth the theoretical bases that enable a better understanding of the different reactions there are to feedback, as well as to improve the effectiveness and quality of communication in the work environment. The intention is to answer the following questions: 'What is the ideal state to get the most out of feedback?'; 'What makes us react defensively to feedback?'; 'What happens to a person who goes into a defensive state?'; 'How can a defensive work climate be transformed into a supportive work climate?'; 'How can a defensive attitude to feedback be tackled?'; 'How can we manage our affect when receiving feedback?'; 'How can we seek feedback?'; 'What does feedforward involve?'; and 'How can we develop a feedforward culture in the workplace?'. The process of giving and receiving feedback, although it is usually perceived as a purely rational task, is often influenced by affect in the giver (evaluator) and in the recipient of the feedback. Both parties may experience emotions, especially when giving and receiving feedback do not form part of the usual procedure, which can make it difficult to manage the feedback effectively. Sometimes emotional reactions can be unavoidable, which is why they should be addressed not by attempting to deny or eliminate them but rather by anticipating, recognizing and managing them effectively.
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Version: 12 September 2018
Length: 6 pages
Data source: Field research
About
Abstract
The main objective of this technical note is to examine in depth the theoretical bases that enable a better understanding of the different reactions there are to feedback, as well as to improve the effectiveness and quality of communication in the work environment. The intention is to answer the following questions: 'What is the ideal state to get the most out of feedback?'; 'What makes us react defensively to feedback?'; 'What happens to a person who goes into a defensive state?'; 'How can a defensive work climate be transformed into a supportive work climate?'; 'How can a defensive attitude to feedback be tackled?'; 'How can we manage our affect when receiving feedback?'; 'How can we seek feedback?'; 'What does feedforward involve?'; and 'How can we develop a feedforward culture in the workplace?'. The process of giving and receiving feedback, although it is usually perceived as a purely rational task, is often influenced by affect in the giver (evaluator) and in the recipient of the feedback. Both parties may experience emotions, especially when giving and receiving feedback do not form part of the usual procedure, which can make it difficult to manage the feedback effectively. Sometimes emotional reactions can be unavoidable, which is why they should be addressed not by attempting to deny or eliminate them but rather by anticipating, recognizing and managing them effectively.
Related
Subject category:
Human Resource Management / Organisational Behaviour
Published by:
IESE Business School
Version: 12 September 2018
Length: 6 pages
Data source: Field research