Busting myths about feedback: What leaders should know

Gentry, William A.; Young, Stephen

doi:10.35613/ccl.2017.1053

Cited by 6 publications

(7 citation statements)

References 7 publications

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“…This technique should be viewed as part of a broader network of developmental activities taking place within organizations. For example, employees want to receive and can benefit from negative feedback (Gentry and Young, 2017) so it should not be argued that a focus on positive information alone will support performance improvement. In fact, there is promising work in positive psychology outlining techniques that can be used to deliver negative feedback (e.g.…”

Section: Discussionmentioning

confidence: 99%

“…O’Malley and Gregory, 2011; Young et al , 2017). Instead, FFI has the potential to strengthen relationships and create an environment where employees are receptive to feedback generally (Gentry and Young, 2017). Future research should investigate the relationship between the use of FFI and the climate for feedback within an organization (see Steelman et al , 2004; feedback environment scale).…”

Section: Discussionmentioning

confidence: 99%

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Beyond feedback: understanding how feedforward can support employee development

Budworth

Harrison

Chummar

2019

JMD

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Purpose Recent research has found that a technique called feedforward interviewing (FFI) can be used to develop employees on the job. Currently the mechanisms and boundary conditions of the FFI-performance relationship are unexplored. Using a positive psychology framework, the purpose of this paper is to discuss how FFI supports the creation of personal and relational resources, and explores the contextual and environmental limits to the effectiveness of the technique. Design/methodology/approach Through a review of the literature as well as examination through appropriate theoretical lenses, moderators of FFI are proposed and the implications for the effectiveness of the technique are examined. Findings The FFI model explored in this paper is rooted in broaden and build theory as well as other theories from the positive psychology literature. Design recommendations and future research directions are discussed. Originality/value Through a scholarly review of the literature, the potential for the effective use of a new developmental technique is explored. Direct guidance on how to apply FFI in organizations is given.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Beyond feedback: understanding how feedforward can support employee development

Budworth

Harrison

Chummar

2019

JMD

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“…As you use the SBI feedback model with problem employees, keep these 10 best practices in mind (Gentry & Young, 2017).…”

Section: Reinforcing Desired Behaviorsmentioning

confidence: 99%

“…Aim for at least a 3:1 ratio of positive feedback to negative feedback (see Gentry & Young, 2017). Studies show individuals are more likely to hear and embrace negative feedback when most feedback you give them over time is positive.…”

Section: Get the MIX Rightmentioning

confidence: 99%

“…So be prepared and be brave. If you get nervous, remember that bosses who provide regular feedback on a weekly, if not daily, basis are seen as more effective (Gentry & Young, 2017). While change may not happen overnight, with time and perseverance, you are likely to see positive changes for your problem employee, your team, and your organization.…”

Section: What If Feedback Doesn't Work?mentioning

confidence: 99%

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