Recall: Application of Goal Setting- Management by Objectives Manager & employee meet to develop objectives and timeframe to achieve - Goal setting role play Feedback sessions for monitoring purposes - Performance feedback role play

Reading/LectureRole PlaySelf Reflection Article: De Nisi & Kruger Performance Feedback Roleplay: Flintstones Learning Goals for Yourself Performance Feedback What is effective feedback How to give/seek effective feedback

Does feedback improve performance? Kluger & DiNisi, 2000 <50% of time, feedback improved performance 33% of time feedback decreased performance Feedback Performance X - +

Feedback Attention to Self Attention to Task e.g., how do I compare to others as a student /sales person e.g., what can I do to improve to increase sales or grades, what is the optimal answer/behavior Feedback can elicit attention to self or task goal How does feedback operate?

Feedback Attention To Self Attention To Task Overview Performance decreases increases + -

Relative Feedback Attention to Self When does Feedback lead to Attention to Self Elicits Comparison of self to others

Attention To Self Effects of Attending to Self Affect (e.g., mistrust, retaliation) Lower Performance Distraction from focal task Attention to non-focal task - - -

Feedback Attention To Task When does feedback lead to Attention to Task Info on How to ImproveInformation about Correct Answer

Feedback Increased Performance Info on How to Improve Increased Motivation Attention to Task Info on correct answer Increased Learning Attention to Task Attending to Task  Motivation and/or Learning ++

Reflect on Feedback you got in a Course/Task/Job Was the negative feedback… –Relative to others? Trait based? OR –Task based? If task based feedback was not provided, how can you seek it? –Where will you find information on how to improve –Where can you find Information on what is the correct/optimal behavior/answer When you find information on optimal behaviors/answers, set learning goals

Generate Learning Goals Example learning goals for a professor –Finding specific ways to explain complex material in memorable ways, –Showing the relevance of the subject matter to the students' lives outside the classroom For a golfer –mastering the proper grip of the club –Master proper placement of the feet, –learning when to use what club, –Understanding the distribution of weight from one foot to the other when swinging the club Generate learning goals for yourself in your course/task/job –Xxx

Feedback Attention To Self Attention To Task Application of Feedback Research to Leadership Situation Performance decreases increases + -

6-Step Agenda for Performance Feedback 1. Enquire about progress (self-appraisal) 2. Give feedback with evidence & behaviors: Positive and Negative 3. Ask subordinate to respond to feedback with reasons for own behavior 4. Ask subordinate for suggestions to improve/change behavior 5. Give feedback on subordinate’s suggestions (if needed) 6. Set goal for behavioral change & make plan to meet again

Behavioural Application of 6-Step Agenda 1. Show respect for subordinate & prevent embarrassment 2. Give subordinate an opportunity to self appraise 3. Maintain motivation and cooperation 4. Maintain standard of work & preserve relationship 5. Prevent subordinate from getting upset/feeling hurt 6. Maintain your credibility & give evidence to justify your concerns 7. Show subordinate that you are fair minded & involve subordinate 8. Build ownership & commitment for improvement 9. Show you value the subordinate 10. Try to improve subordinate’s performance 11. Get best outcome for project & subordinate 12. Ensure subordinate’s performance changes

Attention To Self Attention To Task Performance - Behaviour that decreases attention to self is denoted by red and bolded S in the following example + Now we observe an example scenario of decreasing attention to self and increasing attention to task Behaviour that increases attention to task is denoted by blue and italicized T in the following example

Instructions for reading the example StepsBehavioural Example 1. (S) Show respect for sub & prevent embarrassment Invite sub to a private setting 2. (T) Give subordinate an opportunity to self-appraise Set scene for personal review by inquiring about progress on project Mgr: Hi Julie, how are things? Sub: Fine thanks, Lee. Mgr: That’s good. I was wondering how things are going with the Housing project? Are there any issues from your point of view that we need to address? 1. Theoretical steps to improve performance 2. Specific behaviour translated from theoretical steps 3. Conversational examples of how to use specified behaviours

StepsBehavioural Example 1. (S) Show respect for sub & prevent embarrassment Invite sub to a private setting 2. (T) Give subordinate an opportunity to self-appraise Set scene for personal review by inquiring about progress on project Mgr: Hi Julie, how are things? Sub: Fine thanks, Lee. Mgr: That’s good. I was wondering how things are going with the Housing project? Are there any issues from your point of view that we need to address?

StepsBehavioural Example 3. Maintain motivation and cooperation (T) Put the feedback in context by initially acknowledging the positive aspects of performance Mgr: Okay. I know you’ve been working hard on the project and I appreciate the contribution that you’ve been making. Sub: Thanks. Mgr: Julie, there’s one issue that I’d like to talk to you about, and that relates to the project meetings. As you know, the project team is made up of a variety of people, some with more experience than others in this type of work. You are one of the more experienced people on the team.

StepsBehavioural Example 4. Maintain standard of work & preserve relationship (T&S) Raise issue of concern in sub’s behavior without blame or criticism 5. Prevent sub from getting upset/feeling hurt (S) Invite sub’s reaction to your feedback Mgr: In the past project few meetings, you’ve been making some fairly forceful statements about the way we should proceed, and making some good points. But my observation is that the less experienced people seem to be holding back and contributing a lot less than they used to. What’s your sense of the situation?

StepsBehavioural Example 6. Maintain your credibility & give evidence to justify your concerns (T) Specify examples of the behavior & the negative consequences for the project 7. Show you are fair-minded & involve sub (T) Invite sub to respond to your feedback and give his/her understanding of the situation Mgr: Julie, here’s how I suggest we approach this issue. Why don’t I start by firstly being as specific as I can about what I’ve observed in the meetings, and then you can give your reaction to that, and your understanding of the situation.

Mgr: Then, I’d particularly like to start with your ideas before I make any suggestions, to work out what we can do to improve the team situation. How does that suit you? StepsBehavioural Example 8. Build ownership & commitment for improvement (T) Invite sub to give ideas on how to improve performance or situation 9. Show you value the subordinate (T&S) Comment on subordinate’s ideas 10. Try to improve sub’s performance (T) Give your ideas on improving sub’s performance or situation

StepsBehavioural Example 11. Get best outcome for project & subordinate (T& S) Spend time discussing both sets of ideas 12. Ensure sub’s performance changes (T) Agree with the subordinate on a plan of action & how to monitor progress Mgr: So let’s see how we can integrate both our suggestions (or how about you try your suggested plan for 2 days and then try my suggestion for 2 days). Shall we meet in a month to see how you are doing with your goals?

Comparing effective & ineffective scripts of giving feedback…

More Effective Initiation of Performance Interview Less effective Initiation Manager: Hi Julie, how are things? Subordinate: Fine thanks, Lee. Manager: That’s good. I was wondering how things are going with the Housing project? Are there any issues from your point of view that we need to address? Subordinate: No, not really. It’s going okay as far as I can tell. Manager: Okay. I know you’ve been working hard on the project and I appreciate the contribution that you’ve been making. Subordinate: Thanks.

More Effective InitiationLess effective Initiation Manager: Julie, there’s one issue that I’d like to talk to you about, and that relates to the project meetings. As you know, the project team is made up of a variety of people, some with more experience than others in this type of work. You are one of the more experienced people on the team. In the past few meetings, you’ve been making some fairly forceful statements about the way we should proceed, and making some good points. But my observation is that the less experienced people seem to be holding back and contributing a lot less than they used to. What’s your sense of the situation? Manager: Julie, I’ve asked you here because I’d like to talk to you about some concerns I’m having with the Housing project, about your style of contribution to team meetings. In the past few meetings, you’ve been making some pretty strong comments about the direction that the project should take. As one of the more experienced people on the team, that’s fine, but the concern I have is that some of the more junior team members seem to be holding back, and saying a lot less in meetings. Don’t get me wrong, I think you’re doing a good job on the project, but we need to improve the situation.

More Effective Resolution Phase Less effective Resolution Manager: Julie, here’s how I suggest we approach this issue. Why don’t I start by firstly being as specific as I can about what I’ve observed in the meetings, and then you can give your reaction to that, and your understanding of the situation. Then, I’d particularly like to start with your ideas before I make any suggestions, to work out what we can do to improve the team situation. How does that suit you? Julie, I think there are a couple of practical things you can try that will help the situation. Can I start the discussion by offering a few suggestions from my experience, and then you can tell me what you think might work?

ROLE PLAY TIME!

Role-Play Discussion Qs Sample final exam Qs In the performance appraisal interview -What one piece of concrete evidence of negative performance will you give to your subordinate? -What one good reason should you anticipate from your subordinate for his/her poor performance? -When your subordinate is asked for suggestions for improvement give one unreasonable suggestion you should anticipate, and one reasonable one you can accept given yours and your organization’s goals.

Sample Final Exam Question How does each element of your agenda and your reaction to you subordinate’s behavior take into account the research on feedback (i.e., that it sometimes has positive, negative or no effect) so that the session will have positive impact on your subordinate’s future performance

You used research to learn and practice how to give effective feedback 1. Attention to task increases performance 2. Attention to self decreases performance What you learned today