Feedback is no doubt, a basic method for fostering the growth of employees at work. It often evokes feelings to the receiver, some of which may include disapproval or satisfaction depending on the scenario ( Choi, Johnson, Moon, K., & Oah, 2018) . Whether it is a formal or informal setting, feedbacks can be tricky as they often direct to approve specific occurrence or object it. Feedbacks provides a platform for improvements in a particular area of concern, and it fosters positive growth in a social set up.
In a situation, I gave feedback to one of my colleagues, the receiver was defensive at first, but he managed to explain his views. Something I did well is that I did not ask a personal question. It was a general inquiry in the way he performs some tasks. As for now, I will resort to giving negative feedbacks privately while looking at a way of asserting a positive attitude to the respondent. Moreover, Halford (2017), states that providing regular feedbacks fosters faster growth in respondents.
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Looking back to a scenario in which I received formal feedback at an office meeting, in a few minutes, I felt disapproved on the inside, but that was not the case on the inside. In an informal setting, I would react immediately, and that was not the case since it was a formal set up. It is prudent to pause and digest the critics ( Brett, Uhl ‐ Bien, Huang, & Carsten, 2016). I did not take it personally. However, according to Kuvaas, Buch, and Dysvik (2017), feedbacks, whether informal or formal, one should pause for a moment, understand the critic, and then stage your opinions with concrete evidence.
On the whole, feedbacks forms the foundation for improving performance. It is not strange to produce an immediate response, but before responding, one should analyze the origin of the critic, digest it, and never take it personally. As a requirement, feedbacks should form a basis for altering the way of doing things.
References
Brett, J. F., Uhl ‐ Bien, M., Huang, L., & Carsten, M. (2016). Goal orientation and employee resistance at work: Implications for manager emotional exhaustion with the employee. Journal of Occupational and Organizational Psychology , 89 (3), 611-633.
Choi, E., Johnson, D. A., Moon, K., & Oah, S. (2018). Effects of Positive and Negative Feedback Sequence on Work Performance and Emotional Responses. Journal of Organizational Behavior Management , 38 (2-3), 97-115.
Halford, S. (2017). Five steps for giving productive feedback.
Kuvaas, B., Buch, R., & Dysvik, A. (2017). Constructive supervisor feedback is not sufficient: Immediacy and Frequency are Essential. Human Resource Management , 56 (3), 519-531.
