The feedback should include not only the specific behavior observed, but the impact and consequences of it from the perspective of the feedback giver. The hallmarks of providing ineffective feedback are the opposites of effective feedback behavior. Ineffective feedback is vague, general, trait-related, a conclusion from the observer s inferences and assumptions, hearsay, not timely, given in public or delivered as a personal attack. Effective feedback has a greater likelihood of acceptance, insight, and awareness that are key to behavioral change and reinforced strengths. On the group level, effective feedback over time can contribute to more openness and willingness to give and receive feedback regularly, which of course can contribute to increased individual and group effectiveness.
Ineffective feedback has a greater likelihood of rejection and lack of behavioral change.
It can contribute to a closed, defensive relationship between individuals, and a closed, defensive environment on the group level, which can impact group effectiveness adversely. As I-O psychologists, we can model giving effective feedback, naming it when we model it, give recognition to it when we observe it, coach on an individual and group level, and celebrate successes. On an organization level, we can communicate, communicate, communicate. We can build explanations and examples into communications, and connect the dots by demonstrating how a climate of open and constructive feedback aligns with specific organization values and can enable desirable organization outcomes. Giving effective feedback has to be near the top of the list of the most challenging tasks a manager faces, and one of the most frequently mishandled.