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How to frame feedback so as to improve Nature of performance feedback session Relationship not damaged Have productive c

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.

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How to frame feedback so as to improve Nature of performance feedback session Relationship not damaged Have productive c

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  1. 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

  2. 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’

  3. 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)

  4. 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

  5. Subordinate’s acceptance of feedback • Feedback communication process is fair • Attends to subordinates’ ideas • Shows respect for subordinate • Supports subordinate despite disagreements

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