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The Power of Feedback: 35 Principles for Turning Feedback from Others into Personal and Professional Change by John H. Jack Zenger, Joseph R. Folkman

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Notes

CHAPTER 1: Reacting to Feedback

1 Ronald J. Comer, Abnormal Psychology, New York: W. H. Freeman and Company, 1996.

CHAPTER 2: Why Did I Get That Feedback?

1 Solomon E. Asch, “Forming Impressions of Personality,” Journal of Abnormal and Social Psychology, vol. 41 (1946), 258-290.
2 Charles A. Dailey, “The Effects of Premature Conclusions upon the Acquisition of Understanding of a Person,” Journal of Psychology, vol. 33 (1952), 133-152.
3 Alvin Scodel and Paul Mussen, “Social Perceptions of Authoritarians and Nonauthoritarians,” Journal of Abnormal and Social Psychology, vol. 48 (1953), 181-184.
4 Harold H. Kelley, “The Process of Casual Attribution,” American Psychologist, vol. 28 (1973), 107-128.
5 Camille B. Wortman, “Causal Attributions and Personal Control,” in New Direction in Attribution Research, Vol. 1, John H. Harvey, William John Ickes, and Robert F. Kidd, eds., Hillsdale, NJ: Lawrence Erlbaum Associates, 1976.
6 Melvin J. Lerner, “The Desire for Justice and Reactions to Victims,” in Altruism and Helping Behavior: Social Psychological Studies of Some Antecedents and Consequences, Jacqueline R. Macaulay and Leonard Berkowitz, eds., New York: Academic Press, 1970.

CHAPTER 3: Improving Your Ability to Accept Feedback

1 The original research on the companion behaviors of receiving feedback in this chapter first appeared in John F. Zenger, and Joe Folkman, The Extraordinary Leader, New York: McGraw-Hill, 2002.
2 Gene W. Dalton, Louis B. Barnes, and Abraham Zaleznik, ...

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