ABSTRACT
Feedback is good! Everyone wants feedback! The more feedback the better! This is the lore surrounding feedback, but generally it applies only to positive feedback. Consistent with Thorndike’s (1927) Law of Effect, positive feedback is equated with reinforcement and is expected to result in more of the behavior being performed. Yes, everyone wants more positive feedback! However, negative feedback is equated with punishment in Thorndike’s theory and thus people are far less likely to desire it. We know from chapter 2 that supervisors avoid giving negative feedback and often sugar coat it when they do give it. We also know that very few people enjoy giving others negative feedback, but providing negative feedback is often necessary to correct a problem situation or to improve individual performance. However, many questions arise having to do with when, how, and even whether to deliver negative feedback. This chapter addresses issues surrounding negative feedback and factors influencing its success when delivered. First, we address considerations that go into a decision about whether negative feedback is truly called for and whether it is likely to have the intended effect. Second, we discuss factors influencing successful delivery of negative feedback. Third, we provide some specific suggestions about steps to take in the delivery of negative feedback.
