Why is it that many a feedback conversation fails to bring about the desired change? This video seeks to answer that question, along with providing an antidote.
|Lesson Format I Video||Transcript Provided? I Yes|
|Lesson Duration I 2:12||Followed by an Assessment? I Yes|
Researcher David Rock, the co-founder of the NeuroLeadership Institute, found that when we are at the receiving end of a ‘rating’ or ‘appraisal’ feedback, our brain goes into the ‘fight or flight’ mode. It will counterattack – fight – or it will choose to escape it completely – flight.
In this mode, the brain is closed to critical evaluation of the feedback received, to understanding and learning. Instead, it is focused on survival. In ensuring our emotional well-being, in this case. Meaning, feedback can actually be counterproductive.
Feedforward conversations focus on solutions and not problems. So, instead of dwelling on the mistakes of the past, it considers the future; on setting goals that impact this future and devising concrete plans to achieve them.
Feedback conversations, which are archaeological in their orientation, owing to their focus on the past, on what occurred and what went wrong, must be accorded as little time as needed.
Be future-focused; about what could be done right, and how.
This difference in perspectives – from feedback to feedforward – has been shown circumvent the fight or flight response and makes people more open to the manager’s inputs.