Giving feedback?
Here's how you do it
The effect of good feedback
Professionals who receive daily feedback feel more valued, develop faster and experience that targeted feedback actually helps them move forward. Yet recent research shows contradictory results. Almost half of Dutch employees never receive feedback or receive it less than once a month. Despite the benefits, giving and receiving feedback remains uncomfortable for many people. Where does that come from and how do you make feedback valuable?
From danger to growth
Research by psychology professors West and Thorston (New York University) shows what unexpected, nonconstructive feedback does to the brain. In both giver and receiver, the heart rate shoots up. Your brain activates a “social threat response. Neuroscientists have been showing for years that social threat triggers almost the same response in the brain as physical threat. Your body braces itself, your brain downshifts and your ability to think clearly is impaired. The recipient therefore often reacts to unexpected feedback with ‘fight’ or ‘flight’ behavior and labels the feedback as incorrect rather than useful.
Feedback-seeking
It’s a shame to see feedback as a danger. Cognitive scientist Tom Stafford even calls feedback the essence of intelligence. Through focused feedback, you develop the ability to think flexibly and adapt in complex situations. Instead of following instructions, your brain learns to reason in complex situations. In other words, you learn to think in terms of opportunities and possibilities.
The importance of psychological safety
How do you make feedback no longer feel like a social threat? Neuroscience research provides clear direction. Ask often and explicitly for feedback from relevant colleagues. This lowers tension and reinforces psychological safety. It also helps to give feedback announced rather than unexpected. According to Professor West, this allows the brain to handle information much better and keeps the recipient open to growth.
Asking for feedback also contributes to a growth-oriented corporate culture. In such an environment, people see challenging tasks and feedback as opportunities to learn. Mistakes are part of progress and do not define who you are.
Want to structurally integrate constructive feedback into your organization? Call +31 (0)88 – 200 8800 for information about our customized programs for teams and organizations.
Source: Neuroleadership, The data is in: your organization should be asking for feedback, 2018. Chris Weller.
Source: Mindhacks, The essence of intelligence is feedback, 2013. Tom Stafford.
Source: Mindset: how we can learn to fulfill our potential, 2008. Carol Dweck.
