Giving feedback more frequently creates defensiveness than change.

People are generally bad at delivery, but the fact that feedback exchange situations are read as a threat automatically doesn’t help. People want feedback, but without good delivery practices, managers stop delivering it after blowback. Facilitating positive change can get results without downsides, or other approaches can increase effectiveness.rR1

  1. David Rock, Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long, 1st ed (New York: Harper Business, 2009). (See notes.)