In the world of professional development and workplace productivity, feedback and performance appraisals play a pivotal role. These processes not only provide employees with a structured evaluation of their work but also serve as a platform for growth and improvement.
To comprehend the psychology of feedback, we must first internalise that humans have an inherent need for feedback. It’s deeply ingrained in our evolutionary history. Early humans relied on feedback from their peers to survive and thrive in a challenging environment.
Feedback, in the form of social cues and recognition, was crucial for adapting to new circumstances, learning from experiences, and making decisions that ensured survival. In the modern workplace environment, this fundamental need for feedback persists.
Employees seek feedback to gage their performance, understand expectations, and validate their contributions. We are naturally curious to know how we are performing and whether or not we are doing a ‘good’ job. Without feedback, individuals can often feel lost, uncertain, or undervalued, leading to decreased job satisfaction and motivation.
Performance feedback can be internalised into two broad categories, positive and negative. Based on traditional motivation theory and behavioural psychology, positive feedback reinforces desired behaviours and performance, whereas negative feedback points out areas for improvement.
Both types of feedback have distinct psychological effects on individuals. Positive feedback often triggers a release of dopamine, a neurotransmitter associated with pleasure and reward. When employees receive positive feedback, they experience a sense of accomplishment, boosting their confidence and motivation. This reinforcement mechanism encourages them to continue their positive behaviours, thereby enhancing overall performance. On the other hand, negative feedback can be psychologically challenging.
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It often triggers a threat response in the brain, leading to stress and anxiety. However, when delivered constructively and with empathy, negative feedback can serve as a catalyst for growth. It highlights areas for improvement and provides a roadmap for development, ultimately driving individuals to enhance their skills and performance.
Every educator, coach, or accomplished performer internalises the value of precise, timely feedback in improving performance. However, when it comes to executives and their responsibility for team development, a common discomfort emerges. It’s not uncommon to observe highly confident individuals pausing, delaying, or even completely evading the task of delivering feedback. For some individuals, receiving feedback is perceived, either consciously or subconsciously, as a potential threat. Some employees believe that feedback is inherently negative and could damage relationships and egos.
However, constructive feedback, given with good intentions, rarely poses a risk to relationships and our self-confidence. Offering valuable feedback empowers your team members to achieve their career aspirations and fulfil their personal objectives. Failing to provide constructive input hinders someone’s growth as a leader. Additionally, avoiding such feedback may convey unintended messages to your team.
It is crucial to offer constructive feedback for the purpose of fostering a unified team. By delving into the reasons behind your team’s apprehensions about feedback and learning how to navigate these psychological barriers, you can more effectively implement a framework for development.
Another important aspect of the psychology of feedback is the timing and frequency of its delivery. Research has shown that timely feedback is more effective in promoting behavioural change and improvement. Delayed feedback may lead to decreased motivation and a reduced ability to connect the feedback with specific actions or behaviours. Moreover, frequent feedback is also essential for ongoing development.
When feedback is provided regularly, employees have a better understanding of their progress and can make timely adjustments. Waiting for an annual performance appraisal to provide feedback can be counterproductive, as it may lead to a build-up of issues and missed opportunities for improvement.
To harness the full potential of feedback and performance appraisals, organisations should aim to create a feedback culture. A feedback culture is where giving and receiving feedback is a natural and regular part of the workplace environment, where employees are encouraged to provide feedback to their peers and supervisors, fostering open communication and collaboration.
This not only helps in identifying blind spots and areas for improvement but also strengthens interpersonal relationships and teamwork. Psychological safety within workplaces and in particular teams can further support a feedback culture, where individuals feel that it is safe to share thoughts and ideas without negative consequences. When employees feel psychologically safe, they are more likely to give and receive feedback openly and constructively.
Feedback and performance appraisals are not just administrative tasks; they are deeply rooted in human psychology. Understanding the psychological dynamics at play when feedback is given and received is crucial for creating a productive and supportive work environment. Organisations can tap into the potential for continuous growth, development, and success in the workplace by recognising the fundamental human need for feedback, delivering it effectively, and fostering a feedback culture.
Dr. Lucy Bolton is Assistant Professor in Business Psychology at Heriot-Watt University Dubai
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