Feedback often leads to positive or negative outcomes based on its delivery. Trust, timing, and identity play crucial roles in how feedback is received. Research reveals that over a third of feedback interventions can actually harm performance, emphasizing the need for thoughtful communication. The Harvard Negotiation Project identifies three common triggers—truth, relationship, and identity—that lead to feedback rejection. Framing feedback with curiosity and care increases the likelihood of a positive response, while self-reflection ensures that feedback is constructive rather than reactive.
Feedback can either build a bridge or burn one in professional and personal interactions, highlighting the critical impact of timing and delivery.
Over one-third of feedback efforts inadvertently reduce performance, underscoring the necessity of careful consideration in how feedback is provided.
Three triggers—truth, relationship, and identity—can cause rejection of feedback, emphasizing the importance of safety and context in feedback exchanges.
Framing feedback with curiosity and care enhances its receptivity, allowing for better communication and understanding between the giver and the receiver.
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