To address this delicate balance, we look to the behavioral sciences for guidance. Tip-toe around the message too much in favor of emotional safety and your feedback may lack substance. 6 As a result, striking the right tone in delivery can be akin to walking a tightrope: Lean too heavily on data, and the message may be drowned out by the receiver’s emotional response to the information. While not all feedback is negative, providing constructive feedback can make all parties feel uncomfortable, 5 is often stressful, and requires more than mere logic and data points to relay an effective message. 4 Bad news must be carefully crafted, have the right person delivering it, and take into account the organization’s propensity to sugarcoat or distort information.ĭelivering any sort of feedback in general can benefit from taking a holistic approach. In either case, research shows that these are very difficult messages to deliver or receive. This could entail discussing with a colleague what they need to improve upon, or relaying the unenviable message to senior leadership that a project is going off the rails. Take just one dimension of feedback: delivering bad news. But deciding which techniques to use to help ensure that feedback is effectively received, understood, and acted upon is typically the broader organizational challenge. Most leaders would agree that cultivating a culture of feedback is necessary for business success. It found a direct correlation between employees who averaged in the bottom 25 th percentile in terms of organizational commitment, job satisfaction, and desire to stay and those who ranked their leaders lowest at providing quality feedback. 2 Another study conducted by the Harvard Business Review said that employee engagement suffers when leaders are unable to deliver effective feedback. A recent Bersin by Deloitte report says that organizations achieve a 21 percent boost in business results when leaders embrace a culture of coaching. And that allowed them to come to work each day engaged and excited.” 1Īlthough most of us don’t have our sights set on producing the next blockbuster film, there are clear benefits to cultivating a workplace in which feedback is given and received in the productive manner described by Catmull. Instead, they saw that each idea led them a bit closer to finding the better options. Pete Doctor, Monsters Inc.’s director, admits that while he and the crew found these frequent feedback discussions and iterations difficult and time-consuming, the crew “never believed that a failed approach meant that they had failed. In his bestselling book, Creativity Inc., author Ed Catmull describes the culture of feedback at the movie’s production company, Pixar, and how critical it has been to Pixar’s enduring success. The initial concept described above went through numerous feedback sessions and multiple design iterations until the version we are all familiar with was released. That is because this version of the movie was never made. That’s not how you recall the story line though, is it? Convinced he is going crazy, he suddenly realizes that each monster represents a fear he has held onto since childhood and the only way to make them disappear is to conquer each of his fears.ĭo you remember the movie? It was called Monsters Inc. They follow the man to work, on dates, and just about everywhere he goes. He soon realizes he is the only one who can see and interact with them. The next day, one of the monsters shows up at his house. He was a creative child and many of his pictures were of colorful, monster-like characters. But then one day, his mother sits him down and shares with him a book of his childhood drawings. It was about a 30-year-old accountant who is disillusioned by his job and life. In 2001, theatergoers flocked to see a movie that would eventually generate more than $550 million. Explore the Behavioral Economics collection
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