I am reading a new book Management Rewired: Why Feedback Doesn't Work and Other Surprising Lessons from the Latest Brain Science by Charles Jacobs and it is annoying me. It makes many claims with "scientific" backing, but sometimes the examples used and/or the statements don't really agree with the underlying framework of the author. For example, he talks about how feedback isn't helpful and can be destracting and damaging. However, then he talks specifically about postive and negative statements that are used to reward and punish. While this is often how managers use feedback, that is not a good definition of feedback. Feedback is about giving information about how something is working - it doesn't have to be positive or negative in emotional tone. As a matter of fact, even if feedback is somewhat critical (that is, it is about correcting something you are doing wrong) once the initial defensiveness wears off, it can be very helpful.
For the one of the best guides on how to give good feedback, check out Seth Godin's article is How to Give Feedback in Fast Company (Dec 2007). The first tip is about sticking to the facts, which should help mediate some of the emotionality. You can check it out here:
http://www.fastcompany.com/magazine/80/sgodin.html
Even though my initial impression of the book is guarded, there are some interesting studies that it cites, so I will continue to read and let you know further impressions.
