DIRECTIVE 073 / FEEDBACK

MAKE FEEDBACK ABOUT THEM

The fastest route from a work problem to improvement is through the employee's identity.

Replace specific observations about behavior with conclusions about attitude, judgment, maturity and professionalism. Employees need to understand what the mistake says about them, not merely what to do differently next time.

Primary: FEEDBACKWORTHGROWTH
RATIONALE
Identity-level feedback feels comprehensive because one personal explanation can account for many separate events.
SUCCESS INDICATOR
Employees leave feedback conversations thinking intensely about themselves and only secondarily about the task.
COMMON FAILURE
Keeping corrective feedback close to the task, behavior and controllable next action instead of shifting attention unnecessarily toward the self.
STATUS
Canonical / approved

Reconstructed Handbook series.

THE UNFORTUNATE PART

Unfortunately, the research…

Claim

Feedback interventions improve performance on average but can reduce it; Feedback Intervention Theory proposes that effectiveness declines as attention shifts away from task processes and toward self-related processes.

Evidence

A meta-analysis of 607 effect sizes found feedback interventions improved performance on average, yet more than one-third reduced performance. Moderator analyses supported the importance of where feedback directs attention.

Strength: Strong

Sources

The Directive is satire. The research summary is not. Evidence is stated separately and qualified to the underlying literature rather than treated as proof of the joke.