ABSTRACT
One factor that most inhibits improvement is the difficulty that most people have when it comes to giving 'negative' feedback. This happens all the time and occurs especially when the feedback involves someone more senior in the organizational hierarchy. The story is of great relevance to facilitators since organizations are full of people who have views about others, indeed who express them privately, but are not prepared to tell the person concerned. In one organization, as an example, the engineering director was the subject of considerable criticism from his colleagues. In another organization the managing director was the subject of much criticism, again privately, among his colleagues. There is no doubt that these are difficult situations to handle. Anyone would be justifiably concerned about giving feedback if their experience tells them that they will be putting themselves at risk by giving it.
