Feedback: Receiving is as Important as Giving
Feedback is purposeful communication. In an organizational environment, ‘feedback’ is specific information given to a particular subject (individual or group) about their previous actions, with the aim of adjusting their current and future behaviors to align with what the organization requires.
A key characteristic of feedback to note from this definition is that feedback is not just a transmission of information, but has a clear ‘purpose’. Therefore, feedback without purpose is not feedback. Actions like evaluating and criticizing without any alternatives or direction, or communication aimed at personal adjustment rather than organizational requirements, should not be considered feedback.
Why Feedback is Difficult and Uncomfortable
The importance of feedback is always emphasized in organizations, but it is difficult and uncomfortable for both the giver and the receiver. The reasons for discomfort are varied, but it is a challenging conversation in any situation and relationship.
How can someone who isn’t good at it themselves criticize and guide others?
Does good feedback really change people? It just causes more conflict.
How can you give good feedback if you’re not usually interested?
Feedback is difficult to give effectively because it requires a lot of information. Effective feedback requires accurate information about the subject’s previous actions and their impact, which necessitates interest. This is not easy in a busy work environment. Additionally, to induce behavioral change, feedback needs to address aspects the recipient is unaware of but needs to improve.
It is not easy to identify what is needed without much observation and consideration. Moreover, such communication must align with the organization’s direction and personal growth objectives.
Feedback is uncomfortable because it is an interaction. Though it may seem like one-way communication, it requires significant interaction. Therefore, the role of the receiver is as important as the giver’s. The feedback giver needs space to communicate, which is created when the receiver opens up. Additionally, the emotional exchange is as crucial as the content, making it difficult and uncomfortable.
Listening to things we do not know or recognize about ourselves or hearing requests to improve our behavior naturally brings discomfort, leading to feelings of unease or a desire to avoid it. Poorly given feedback can hurt both the giver and the receiver.
The Johari Window
To understand the interaction in feedback, let’s introduce a model. Named after Joseph Luft and Harry Ingham (Johari = JOseph + HARry I), it provides insights into how individuals communicate with the outside world. Depending on how well one listens to feedback from others (horizontal axis, Feedback) and how much one reveals information about oneself to others (vertical axis, Disclosure), the model divides into four areas, each represented by a window to understand their meaning and dynamics.
- Open Area (Arena / Open): A public part where we control information about ourselves and do not feel uncomfortable with others knowing it.
- Blind Spot: Information that we are unaware of but can learn through others.
- Hidden Area (Façade / Hidden): Information known only to oneself that can be decided whether to reveal to others.
- Unknown Area: The unknown part is neither revealed to others nor recognized by oneself.
The Importance of the Receiver in Good Feedback
So far, organizations have focused on the giver in feedback. Training such as leadership and coaching skills, constructive feedback conversation techniques, and feedback training have centered on the giver. However, considering feedback is two-way communication, the role of the receiver is as important as that of the giver.
Feedback givers naturally dislike making the recipient feel embarrassed, hurt, or causing conflicts (though not everyone). This tendency can lead to avoiding or not telling the truth. If the recipient is defensive or resistant, expecting sincere feedback is challenging.
The size of each area in The Johari Window is determined by how the receiver interacts. Reducing the hidden area and expanding the open area increases basic information and understanding, encouraging more active and core feedback.
The true effect of feedback comes from hearing what we do not know from others. If ready to accept or actively seek out what we do not know from others, we can reduce the blind spot and bring it into the area we can control.
Feedback from others is the most crucial communication for confirming the reality we know and recognize. Seeing ourselves as others do can be a highly effective asset for our growth. However, it requires effort and courage to accept the truth and discomfort.
Therefore, it would be beneficial to have guidelines on how to receive feedback well and how to use feedback effectively, making the organization better at utilizing feedback.