The Feedback Fallacy

by Marcus Buckingham and Ashley Goodall

THE DEBATE ABOUT FEEDBACK AT WORK isn’t new. Since at least the middle of the last century, the question of how to get employees to improve has generated a good deal of opinion and research. But recently the discussion has taken on new intensity.

The ongoing experiment in “radical transparency” at Bridgewater Associates and the culture at Netflix, which the Wall Street Journal recently described as “encouraging harsh feedback” and subjecting workers to “intense and awkward” real-time 360s, are but two examples of the overriding belief that the way to increase performance in companies is through rigorous, frequent, candid, pervasive, and often critical feedback.

How should we give ...

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