Forward-looking feedback, feed-forward.
Forward-looking feedback, feed-forward.
Traditional feedback often stays focused on the past.
Elton Mayo will be asked by Electric's Hawthorn Works managers to analyze the impact of working conditions on productivity.
Various results were obtained through a long study observation of 5 years. Among them, the conclusion that short-term productivity improves when workers feel they are being noticed by their managers is noteworthy. This phenomenon is later referred to as the 'Hawthorne effect'.
It was concluded that the degree of happiness and productivity was related to the social structure of the workplace.
(Workers want recognition and attention, regardless of whether they like their boss or not.)
After that, a special performance evaluation law was enacted, a law linking bonuses and annual wages was enacted, and companies began to practice performance management.
In 1981, Jack Welch became Chief Executive Officer of GE, taking the first steps toward recognition as America's top management leader 20 years later. Welch was the first to apply the 'rank and yank' approach to performance management, introducing an evaluation method to measure individual goals and performance as a 'bell curve'. As GE's performance improved significantly, other companies began adopting rank and yank variations as well, creating a top-down, past-centric feedback process that evolved throughout the 20th century.
The purpose of feedback is to change in the future through change. But you can't change what you can't control, and you can't control the past. Giving feedback on an irreversible outcome is like trying to remove a cement brick that has already hardened. It may be effective before the cement hardens, but talking about the mistakes of the past after it has hardened will only bring about helplessness and frustration.
Feedback provided in the past tense is prone to accusations.
Negative feedback isn't necessarily a bad thing, but it certainly creates stress and turns you into a state of battle for survival. When the feedback is harsh and focused on the past, it demeans one's abilities. Or they may fall into 'psychological lethargy', in which they act powerlessly even though they have the power to change their state of mind.
The purpose of feedback is people. In other words, it is human growth.
I need feedback to help me find my own voice, to discover creativity I wasn't aware of, to realize how important I am, and to be self-reliant. In short, you need feed-forward, forward-looking feedback for awareness, creativity, goal setting, autonomy, and resilience.
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