Actionable feedback: Unlocking the power of learning and performance improvement

Academy of Management Executive

Volumn 19, Issue 2, 2005, Pages 120-134

  Cannon, Mark D ^a   Witherspoon, Robert ^b  

^a VANDERBILT UNIVERSITY   (United States)

^b Performance and Leadership Development Ltd   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 20644433936     PISSN: 10795545     EISSN: None     Source Type: Journal    
DOI: 10.5465/AME.2005.16965107     Document Type: Article

References (55)

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3. DeNisi, A., & Kluger, A. 2000. Feedback effectiveness: Can 360-degree appraisals be improved? Academy of Management Executive, 14(1): 129-139;
4. Audia, P., & Locke, E. 2003. Benefiting from negative feedback. Human Resource Management Review, 13(4): 631-646.
5. London, M. (1995) Giving feedback: Source-centered antecedents and consequences of constructive and destructive feedback. Human Resource Management Review. 5(3): 159-188;
6. With hindsight, co-workers see warning signs of L.A. killing. San Francisco Chronicle, 31 July 1995.
7. Locke and Latham (1990) note that the importance of feedback for improving performance is "well-established if not one of the best-established findings in the psychological literature" (p. 173)
8. Locke, E., & Latham, G. 1990. A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice Hall.
9. I b i d.
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14. With hindsight, co-workers see warning signs of L.A. killing. San Francisco Chronicle, 31 July 1995, A17;
15. Jackman, J., & Strober, M. 2003. Fear of feedback. Harvard Business Review. 81(4): 101-107.
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22. Mezulis, A. H., Abramson, L. Y., Hyde, J. S., & Hankin, B. L. 2004. Is there a universal positivity bias in attributions?: A meta-analytic review of individual, developmental, and cultural differences in the self-serving attributional bias. Psychological Bulletin, 130(5): 711-747.
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26. Moss, S. E., & Sanchez, J. I. 2004. Are your employees avoiding you? Managerial strategies for closing the feedback gap. Academy of Management Executive, 18(1): 32-44.
27. DeNisi & Kluger, 2000, op. cit.
28. Argyris, C. 1982. Reasoning, learning, and action. San Francisco: Jossey-Bass
29. Philip McArthur, Robert Putnam, and Diana McLain Smith of Action Design made additional refinements in Argyris ladder of inference and provide helpful information regarding how the ladder of inference and other Argyris concepts can be used effectively in practice. See actiondesign.com for further information.
30. Kunda, Z. 1999. Social cognition: Making sense of people. Cambridge: MIT Press.
31. Ilgen, D., & Davis, C. 2000. Bearing bad news: Reactions to negative performance feedback. Applied Psychology, 49(3): 550-515;
32. Moss, S., Valenzi, E., & Taggart, W. 2003. Are you hiding from your boss? The development of a taxonomy and instrument to assess the feedback management behaviors of good and bad performers. Journal of Management, 29(4): 487-510.
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35. See Argyris, C. 1982. Reasoning, learning, and action. San Francisco: Jossey-Bass. Argyris describes the process in this book. In addition, Argyris has taught the X/Y case at Harvard Business School for many years, and he uses it to illustrate how observers can readily see the flaws in what the feedback giver is saying. However, when they are in the feedback giving role they are unable to see the flaws in their own feedback.
36. nd ed.). Malden, MA: Blackwell Publishing.
37. London, M. 1997. Job feedback: Giving, seeking, and using feedback for performance improvement. Mahwah, NJ: Lawrence Erlbaum.
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39. Also see Musch, J., & Klauer, K. (Eds.). 2003. The psychology of evaluation: Affective processes in cognition and emotion. Mahwah, NJ: Lawrence Erlbaum.
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42. London, M. (Ed). 2001. How people evaluate others in organizations. Mahwah, NJ: Lawrence Erlbaum.
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45. Moss, S., & Martinko, M. 1998, op. cit.
46. DeNisi & Kluger, 2000, op. cit.
47. Luthans, F., & Peterson, S. 2004. 360-degree feedback with systematic coaching: Empirical analysis suggests a winning combination. Human Resource Management, 42(3): 243-256;
48. Smither, J., London, M., Flautt, R., Vargas, Y., & Kucine. 2003. Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study. Personnel Psychology, 56(1): 23-44.
49. Longenecker, C., Sims, H., & Gioia, D. 1987. Behind the mask: The politics of employee appraisal. Academy of Management Executive, 1(3): 183-193.
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51. See the "CFO Case" in Witherspoon, R. & Cannon, M.D. 2004. Coaching leaders in transition: Lessons from the field. In A. F. Buono (Ed.), Research in management consulting. Vol 4: Innovative perspectives in management consulting, 201-228. Greenwich, CT: Information Age Publishing.
52. Wiswell, A., & Lawrence, H. 1994. Intercepting managers' attributional bias through feedback-skills training. Human Resource Development Quarterly, 5(1): 41-53.
53. Moss, S. E., & Sanchez, J. I. 2004. Are Your Employees Avoiding You? Managerial Strategies for Closing the Feedback Gap. Academy of Management Executive, 18(1): 32-44;
54. Lee, F. 1993. Being polite and keeping MUM: How bad news is communicated in organizational hierarchies. Journal of Applied Social Psychology, 23(14): 1124-1149;
55. Longenecker, C., Sims, H., & Gioia, D. 1987. Behind the mask: The politics of employee appraisal. Academy of Management Executive, 1(3): 183-193.